* 


GIFT  or 


I 


Student  Course 
In  Railroading 


By  FRED  G.  ATHEARN 

Manager  of  the  Bureau  of  Economics  of  the 
Southern  Pacific  Company 


o\ 


Copyright  1913 

By 

Fred  G.  Athearn 


^Y-.n 


INTRODUCTION. 

This  outline  of  work  and  reading  in  railroading  is 
not  designed  to  be  a  complete  and  exhaustive  study 
of  the  subject.  Its  aim  is  to  be  a  "laboratory"  course, 
as  it  were,  to  fit  young  men  to  assume  positions  of 
responsibility  in  the  management  of  railroad  affairs,  and 
to  prepare  them  in  such  a  way  that  they  may  have 
a  working  knowledge  of  the  several  departments  and 
their  inter-relation,  so  that  they  may  be  able  to  con- 
duct the  particular  duties  assigned  to  them  in  harmony 
with  the  scheme  of   railroading  as  a  whole. 

For  constructive  criticism,  I  am  indebted  to  Mr.  Wil- 
liam Sproule,  President;  Mr.  E.  E.  Calvin,  Vice-Presi- 
dent in  charge  of  Operation  and  Construction ;  Mr.  A. 
D.  McDonald,  Auditor;  Mr.  E.  O.  McCormick,  Vice- 
President  in  charge  of  Traffic;  Mr.  W.  R.  Scott,  General 
Manager;  Mr.  G.  F.  Richardson,  Superintendent  of 
Transportation;  Mr.  J.  M.  Davis,  General  Superin- 
tendent; Mr.  J.  M.  Brewer,  Freight  Claim  Agent;  Mr. 
Thomas  A.  Graham,  General  Freight  Agent;  Mr.  W. 
F.  Taylor,  Assistant  General  Freight  Agent;  Mr.  W. 
C.  Dorsey,  Chief  Clerk,  Auditor  of  Disbursements ;  Mr. 
Norman  Collyer,  of  the  President's  office ;  and  Mr.  L.  A. 
Giamboni,  Assistant  in  the  Bureau  of  Economics ;  all  of 
the  Southern  Pacific  Company;  Mr.  Paul  Shoup,  Presi- 
dent, Pacific  Electric;  and  Major  Charles  Hine,  Vice- 
President  and  General  Manager,  Southern  Pacific  of 
Mexico. 

F.  G.   A. 
San  Francisco,  December,  1912. 

269451 


DESIGN  OF  COURSE  IN  RAILROADING. 

The  course  is  so  designed  that  the  first  two  years 
will  cover  the  entire  field  of  railroading  in  a  general 
way.  The  work  of  the  railroad  is  divided  into  three 
main  groups,  Operation  and  Maintenance,  Passenger  and 
Freight  Traffic,  and  Accounting. 

After  the  completion  of  the  first  two  years,  there  fol- 
lows one  and  one-half  years  of  special  work  in  each  of 
the  several  main  divisions. 

This  plan  has  the  merit  that  it  gives  a  general  train- 
ing in  all  of  the  principal  departments  of  the  railroad. 
This  gives  the  student  the  knowledge  that  is  so  neces- 
sary to  conduct  properly  the  work  of  any  given  depart- 
ment in  which  he  may  later  specialize  in  harmony  and 
in  co-ordination  with  all  the  other  departments  of  the 
road. 

At  the  end  of  the  first  two  years  of  the  course,  the 
student  is  assigned  to  special  work,  for  one  and  one- 
half  years  in  one  of  the  three  main  divisions.  The 
particular  division  to  which  he  is  assigned  depends  upon 
the  student's  own  inclinations,  coupled  with  his  quali- 
fications as  determined  by  his  record  and  the  observations 
of  the  Officer  in  Charge  of  Students. 


TABLE  OF  CONTENTS. 

PAGE 

General    Course    9 

1st  Period,    Student  in  Station  Service 9 

2nd      "  Assistant    Section   Foreman,    Maintenance   of 

Way  Service 14 

3rd      "          Student  in  Office  of  Superintendent  of  Trans- 
portation     : 17 

4th      "           Student  under  Master   Mechanic 21 

5th      "           Student  Brakeman  and  Conductor 23 

6th      "  Student  in  Accounting  department,  Statistical 

Bureau  , 25 

7th      "           Student  in  Tariff  Bureau 28 

Operation  and  Maintenance 29 

1st  Period,    Student   with   Division   Engineer 30 

2nd      "           Student  under  Master  Mechanic 31 

3rd      "           Student  in  Signal  Engineer's  Office 33 

4th      "           Student  in  the  Stores  Department 34 

5th      "           Student  in  General  Manager's  Office 35 

6th      "           Student   with   Trainmaster 37 

Passenger  and  Freight  Traffic 53 

Traffic    department — Foreword 41 

1st  Period,    Passing   Report    Clerk   at    Gateway   Junction 

Point     53 

2nd      "          Student  in  Passenger  Ticket  Office  55 

3rd      "          Student  Solicitor  in  Large  City 57 

4th      "           Student  District  Freight  and  Passenger  Agent  59 

Accounting     . . .'. 61 

1st  Period,    Student  with  Auditor  of  Freight  Accounts...  63 
2nd      "           Student  with  Auditor  of  Passenger  Accounts  64 
3rd      "          Student  in  Division  Account  Bureau  at  Divi- 
sion Headquarters    65 

4th      "           Student  with  Auditor  of  Disbursements 67 

5th      "           Student  with  Auditor  of  Equipment  Accounts  68 


Table  of  Contents 


PAGE 

General  Information   69 

Instructions  to   Students 69 

Instructions   to   Officers 70 

Wage    Schedule    72 

Expense  Account 73 

Payroll     73 

Relief  from  Student  Salary  and  Expense  Account  Charge  73 

Appointments     74 

Applications    74 

Credit  on  Course  of  Study  for  Experience 75 

System  of  Grading  Students 75 

Relations  of  the  Railroad  to  the  People 76 

Bibliography     87 


GENERAL  COURSE. 


STUDENT  IN  STATION  SERVICE. 

First  Period  —  Six  Months. 

A. 

1.  Receiving,  trucking,  marking  and  preparing  freight 
for  loading  and  unloading. 

2.  Loading  and  storing  freight  in  cars;  juxtaposition 
of  different  commodities. 

3.  Station  order  loading. 

4.  Handling  of  explosives. 

5.  Transferring  of  freight. 

6.  Checking  of  errors  in  loading  and  unloading. 

7.  Different   systems   of   handling   freight. 

8.  Cost  of  handling  freight  per  ton,  and  how  effected. 

9.  Handling  and  checking  baggage. 

B. 

1.  Placing  cars  for  loading  and  unloading;  impor- 
tance of   proper  arrangement. 

2.  Carloads  and  less  than  carload  lots,  with  special 
attention  to  loading  cars  to  maximum  capacity  and  the 
assigning  of  cars  in  commercial  switching  of  such  capac- 
ity as  to  fit  as  nearly  as  possible  the  shipment  offered. 

3.  Over  and  short  shipments;  how  best  avoided. 

4.  Sealing  and  seal  records. 

5.  Routing,  particularly  of  foreign  cars. 


10  General  Course 


6.  Demurrage  charges;  laws  governing.  State  and 
Interstate  Commerce  Commission  rules. 

c. 

1.  Accounts  and  statistics.  Make  careful  study  of 
all  forms  and  reports  and  why  used. 

2.  Classification  of  freight  and  tariffs.  Note  the 
difference  between  the  Western  and  the  Official  classi- 
fication. These  classifications  should  be  studied  with  the 
view  of  learning  not  only  how  to  find  and  apply  rates 
but  as  well  the  general  principles  underlying  the  classi- 
fication of  commodities. 

3.  Filing  of  correspondence.  Give  special  attention 
to  the  Williams  Decimal  System,  edition  of  1910. 

4.  Systematic  and  convenient  filing  of  freight  and 
passenger  tariffs.  It  is  important  that  tariffs  be  so  filed 
that  information  concerning  rates  may  be  quickly  and 
accurately  ascertained,  not  only  for  your  own  con- 
venience but  also  for  the  accommodation  of  customers. 

5.  Bill  of  Lading,  Shipping  Receipt,  and  Waybill.* 

*  A  BILL  OF  LADING  is  the  carrier's  receipt  to  the  shipper  for 
freight  to  be  transported.  The  Interstate  Commerce  Commission  has  set 
forth  the  terms  and  conditions  thereof  on  domestic  shipments.  The  bill 
when  signed  by  shipper  and  carrier  constitutes  a  written  contract. 

Two    forms    are    in    common    use: 

First:  "Straight  Bill  of  Lading"  (not  negotiable),  under  which  the 
shipper  consigns  the  property  straight  to  the  consignee,  the  title  to  the 
goods  being  thus  vested  in  the  consignee.  In  most  States,  the  carrier  is 
permitted  to  deliver  such  shipments  directly  to  that  consignee  (if  known) 
without  surrender  of  the  bill  of  lading,  or  to  any  other  party  upon  order 
of  that  consignee  without  production  of  the  bill  of  lading.  When  the  con- 
signee is  not  known  to  the  agent,  the  straight  bill  of  lading  is  usually 
required   as   identification. 

Second:  "Order  Bill  of  Lading"  (negotiable),  under  which  the 
shipper  consigns  property  to  his  own  order  with  instructions  to  the  carrier 
to  notify  some  other  party  (usually  his  customer)  upon  the  arrival  of  the 
goods.  The  customary  procedure  is  for  the  shipper  to  draw  a  draft  upon 
the   "notify"  party,   or  customer,  attaching  the  "order"   bill  of  lading    (duly 


General  Course  11 


6.  Car  Records. 

7.  Loss   and    damage   claims,    and    Over   and    Short 
claims;  causes   and  remedies. 

8.  Per  diem  service  rules. 

9.  Mail  service. 

10.  Handling  of  train  orders.  (A  general  knowledge 
is  all  that  is  required  at  this  time.  Standard  rules  201 
to  223,  inclusive,  also  250  to  256,  inclusive.) 

11.  Ticket  sales,  and  cashier's  work. 

12.  Baggage  records^ 

13.  Soliciting  business  and  representing  Company. 

14.  Study  of  advertising  methods. 

ALLOTMENT    OF    TIME. 

To  subdivisions  A  and  B,  3  months. 
To  subdivision  C,  3  months. 

(The  work  of  this  entire  period  will  be  done  at  a 
medium  sized  station.) 

endorsed  by  the  shipper),  and  to  tiansmit  these  documents  through  the 
shipper's  bank  to  a  bank  at  destination.  The  "notify"  party  is  obliged  to 
pay  the  draft  to  secure  tne  bill  of  lading.  The  agent  at  destination  is  not 
permitted  to  make  delivery  without  surrender  of  the  "order"  bill  of  lading, 
duly  endorsed  by  the  shipper.  After  such  endorsement,  the  title  to  the 
property  is  vested  in  the  holder  of  the  "order"  bill  of  lading.  (See  Ac- 
counting   Department    Rules    47    to    55,    inclusive. 

A  SHIPPING  RECEIPT  is  a  document  somewhat  similar  to  a  bill 
of  lading,  it  is  being  rapidly  superseded  by  the  uniform  bill  of  lading, 
promulgated  by  the  Interstate  Commerce  Commission.  Usually,  it  bears 
no  terms  or  conditions,  but  carries  a  notation  that  the  shipment  is  tendered 
subject  to  the  terms  and  conditions  of  the  carrier's  standard  bill  of  lading, 
and  is  often  exchanged  at  the  commercial  office  of  some  interested  carrier 
for   a  standard   bill   of  lading. 

A  WAYBILL  is  the  carrier's  official  record  of  freight  in  transit.^  It 
usually  moves  in  the  custody  of  the  conductor  along  with  the  freight. 
It  constitutes  the  shipping  agent's  advice  to  the  agent  at  destination  (or  to 
an  agent  at  some  intermediate  junction)  of  the  shipper,  consignee,  marks, 
commodity,  quantity,  rate,  and  charges,  indicating  whether  the  charges  have 
been  prepaid  or  are  to  be  collected,  etc.  From  this  waybill,  is  prepared  the 
freight  bill  againt  the  consignee  for  the  charges  due.  After  the  waybill 
has  served  the  purpose  of  the  agent  at  destination,  it  is  sent  for  filing  to 
the    proper    official    of    the    Accounting    Department. 


12  General  Course 


SPECIAL    NOTES. 

1.  Students  must  furnish  satisfactory  indemnity  bond 
during  time  allotted  to  subdivision  C.  The  premium  on 
this  bond  will  be  paid  by  the  Company. 

2.  During  this  period,  too  much  emphasis  cannot  be 
placed  on  accuracy  of  statement  and  courtesy  in  your 
dealings  with  the  public.  Bear  in  mind  that  you  are  a 
salesman,  and  that  the  success  of  your  Company  de- 
pends very  largely  upon  how  you  treat  its  customers. 
The  public  is  not  so  well  informed  on  railroading  as 
you  are,  and  apparently  foolish  questions  are  never- 
theless honest.  Give  all  the  information  and  help  you 
can. 

3.  Whenever  it  is  possible  to  do  so,  put  your  dealing 
with  a  customer  on  a  personal  basis.  Tell  him  your  name 
and  ask  his ;  then  in  your  subsequent  conversation  with 
him  call  him  by  name,  and  pronounce  the  name  correctly. 
In  correspondence,  be  sure  to  spell  name  of  customer 
correctly,  with  correct  initials  and  business  title,  if  he 
has  one. 

4.  Time  is  the  essence  of  railroading.  Have  your 
switch  lists  ready  for  local  crews  doing  way  work. 
Salaries  and  fuel  consume  money  very  rapidly;  and  ten 
or  fifteen  minutes  delay  involves  a  great  loss  to  the 
Company. 

BEADING. 

Railroad  Organization  and  Working.  Dewsnup.  Pages 
63-75,  113-126,  127-146,  433-440,  440-446,  447-458, 
463-487. 


General  Course  13 


American  Railway  Transportation.  Johnson.  Read  the 
entire  book,  giving  special  attention  to  Chapters  9,  10, 
12  and  19. 

Railway  Mail  Service.     Tunell. 

Mail  Carrying  Railways  Underpaid.  Statement  by  the 
Committee  on  Railway  Mail  Pay,  October,  1912.  (Ob- 
tainable at  Headquarters  of  Union  Pacific  or  Southern 
Pacific.) 

Baggage  Rules,  rules  governing  safe  transportation  of  ex- 
plosives. 

Transportation  Rules  916  to  953,  inclusive;  and  980. 

Make  a  careful  study  of  Official  and  Public  Time  Table ; 
Official  Guide  and  Routes. 

Railroad  Traffic  and  Rates.  Johnson  and  Huebner.  Vol. 
I,  Chapters  6,  7  and  11.  Vol.  II,  Chapters  28  to  33, 
inclusive ;  Chapters  44  to  46,  inclusive. 

Railway  Station  Service.     Burt. 

Freight  Terminals  and  Trains.  Droege.  Chapters  2 
and  9. 

Economics  of  Railway  Operation.  Byers.  Pages  513- 
536  and  194-209. 

Code  of  Car  Service  Rules  and  Per  Diem  Rules  of  the 
American  Railway  Association. 

Accounting  Department  Instructions  to  Station  Agents. 
(Reference  only.) 

Instructions  and  Information  U.  S.  Mail  and  R.  R.  Busi- 
ness Mail. 


14  General  Course 


ASSISTANT    SECTION    FOREMAN— STUDENT    IN 
MAINTENANCE    OF    WAY    SERVICE. 

Second  Period  —  Three  Months. 

1.  Roadbed,  width  and  slope  of  cuts  and  fills,  sub- 
grade,  ditches;  method  of  forming  embankments,  cul- 
verts, drainage,  destruction  of  weeds,  fencing,  (Special 
attention  should  be  given  to  subject  of  drainage.) 

2.  Ballast,  purpose,  requirements;  kinds  of  ballast 
and  relative  desirability  and  costs;  methods  of  laying, 
cost  per  cubic  yard  and  how  affected. 

3.  Surfacing,  purpose ;  super-elevation  of  curves ;  im- 
portance of  not  raising  general  level  of  track  in  ordinary 
surfacing;  causes  of  center-binding  and  springy  track; 
how  avoided. 

4.  Ties,  kinds  of  timber;  relative  cost  and  durability, 
treated  and  untreated ;  regulations  and  methods  of  laying. 

5.  Tie-renewals;  importance  of  this  item  and  best 
method  of  determining  per  cent,  of  renewals ;  cost. 

6.  Rails,  weight  used  and  how  determined ;  rail  wear, 
on  curves,  on  tangents ;  creeping ;  rail-renewal,  most  ef- 
fective organization  of  gang  for  this  work ;  use  of  dis- 
carded rail;  use  of  rail  removed  from  main  line  for  side 
tracks ;  transferring  inner  and  outer  rail  on  curves. 

7.  Joints  and  joint  fastenings;  relative  merits  of 
square  and  broken  and  of  supported  and  suspended 
joints;  theoretical  requirements  for  a  perfect  joint; 
causes  of  rail  joint  troubles ;  tamping  of  joints. 

8.  Switches,  split  switch,  stub  switch,  facing  point 
switch,  elements  of  safety  and  danger  in  each;  derailing 


General  Course  15 


switch  and  its  uses ;  rules  for  laying  switches.  Frogs ; 
give  careful  attention  to  the  various  designs  for  frogs, 
such  as  the  spring-rail  and  rigid  frog,  and  proper  angle 
to  use. 

9.  Tie-plates,  advantages  and  different  designs; 
merits   and   cost  of   each. 

10.  Track  implements,  proper  care,  repair  and  record 
of  same. 

11.  Buildings,  bridges,  track  on  bridges,  trestles. 

12.  Wrecking  and  emergency  work,  protection  of 
trains,  patrolling  of  dangerous  track,  assembling  material, 
organization  of  gangs,  reports  and  records. 

SPECIAL   NOTES. 

1.  As  the  work  of  the  station  represents  the  opera- 
tion of  the  railroad  in  miniature,  so  the  work  of  the 
section  represents  the  work  of  the  Maintenance  of  Way 
Department.  The  section  is  the  maintenance  of  way 
unit. 

2.  Tie-renewals.  This  item  is  one  of  the  most  ex- 
pensive in  maintenance  work.  It  will  be  found  that 
section  foremen,  where  the  matter  is  left  to  their  judg- 
ment, vary  widely  in  the  renewals  made,  even  where 
the  conditions  obtaining  are  practically  the  same.  A 
definite  and  well-carried  out  system  should  be  pursued 
in  the  matter  of  indicating  when  and  what  ties  should 
be  renewed,  and  should  not  be  left  to  the  judgment  of 
individual  foremen. 

3.  Very  diligent  study  should  be  given  to  the  methods 
employed  during  emergencies,  such  as  washouts,  slides, 


16  General  Course 


wrecks,  etc.  Above  all  things  preserve  discipline  and 
organization.  Do  not  give  orders  till  you  know  the  facts, 
and  the  best  way  to  get  facts  is  to  get  on  to  the  ground, 
if  possible,  and  learn  them. 

BEADING. 

Economics  of  Railway  Operation.  Byers.  Chapter  2, 
Part  5. 

Elements  of  Railroad  Engineering.  Raymond.  Chap- 
ters 1  to  9,  inclusive. 

Railroad  Construction.  Webb.  Chapters  1  to  12,  in- 
clusive. 

Railway  Organization  and  Working.  Dewsnup.  Pages 
160-174. 

Notes   on   Track.     Camp.     (Reference   only.) 

Manual  of  Recommended  Practice,  for  Railway  Engineer- 
ing and  Maintenance  of  Way. 

Economics   of   Railroad   Construction.     Webb. 

Rules  and  Instructions.  Maintenance  of  Way  Depart- 
ment. 

Freight  Terminals  and  Trains.     Droege.     Chapter  4. 

Rules  and  Regulations  for  the  Maintenance  of  Way  and 
Structures. 


General  Course  17 


STUDENT    IN    OFFICE    OF    SUPERINTENDENT    OF 
TRANSPORTATION. 

Third  Period  —  Three  Months. 
A. 

1.  Rules  and  laws  governing  the  ordering  and  plac- 
ing of  cars,  demurrage,  etc. 

2.  Methods  of  ascertaining  the  available  equipment 
on  divisions. 

3.  Prevention  of  unnecessary  empty-car  mileage. 

4.  Rules  and  laws  governing  allotment  of  cars  during 
period  of  car  shortage,  with  special  attention  to  cars 
for  interstate  traffic. 

B. 

1.  Anticipating  future  demands  for  cars  by  study  of 
car  prospects,  market  conditions,  and  prices  of  com- 
modities. 

2.  Expediting  return  of  home  cars  from  foreign 
lines. 

3.  Assignment  of  foreign  cars  to  the  best  advantage 
in  order  to  minimize  per  diem  charges  and  to  comply 
with  Car  Service  rules. 

4.  Work  of  Car  Record  Office.  Advantages  and 
disadvantages  of  loose-leaf  ledger  and  card  index  sys- 
tems. 

5.  Conductor's  Train  and  Tonnage  report. 

6.  Interchange  report. 

7.  Junction  report. 

8.  Per  diem  report. 

9.  Importance  of  balance  between  time  and  tonnage. 


18  General  Course 


10.  Handling  of  revenue  and  official  special  trains  and 
private  cars. 

11.  Code  of  Per  Diem  Rules,  American  Railway  As- 
sociation's Code  of  Car  Service  Rules,  and  Master  Car 
Builder's  Association  Code  of  Rules  governing .  inter- 
change and  use  of  foreign  cars  and  repair  of  same. 

12.  Relations  with  foreign  roads,  charges  for  equip- 
ment and  renewals. 

13.  Systems  of  dispatching;  Fast  Freight  and  other- 
wise ("Manifest,"  "Time,"  "Preference,"  "Fast,"  "Red 
Ball,"  and  "Green  Ball"  freight  systems). 

14.  Handling  of  refrigerator  cars. 

15.  Car  tracing;  necessity  for  and  abuses  of. 

ALLOTMENT    OF    TIME. 

To  Subdivision  A,  1  month. 
To  Subdivision  B,  2  months. 

SPECIAL   NOTES. 

1.  The  functions  of  the  Office  of  Superintendent  of 
Transportation  have,  as  a  rule,  been  underestimated.  It 
is  safe  to  assert  that  even  those  who  are  a  part  of  that 
organization  have  only  dimly  appreciated  the  vital  part 
they  are  destined  to  play  in  the  economical  operation  of 
a  railroad. 

The  Office  of  the  Superintendent  of  Transportation 
stands  in  a  dual  relation.  It  forms  the  link  between 
Operating  and  Traffic  departments.  On  the  one  hand  it 
performs  a  purely  operating  function  in  the  handling  of 
cars ;  on  the  other  hand,  it  performs  a  strictly  traffic 


General  Course  19 


function  in  its  relation  to  the  shipper  in  the  allotment  of 
cars,  diverting,  tracing,  and  keeping  shippers  informed 
generally  as  to  the  whereabouts  of  merchandise  in  transit. 
The  importance  of  these  last  named  duties  is  of  the 
very  greatest.  Prompt  and  accurate  information  con- 
cerning shipments  is,  in  the  majority  of  cases,  the  ship- 
per's measure  of  efficient  service. 

2.  The  most  important  function  of  this  office  is  to 
forecast  "commodity"  movements  sufficiently  far  in  ad- 
vance to  make  sure  that  the  equipment  necessary  to 
handle  a  given  movement  of  freight  is  assembled  at  the 
point  at  which  it  is  needed. 

3.  Special  attention  should  be  given  to  the  method  of 
distributing  cars  during  a  period  of  car  shortage. 

4.  Nothing  is  of  more  value  to  the  Company,  nothing 
will  do  more  to  hold  trade,  than  to  give  patrons  prompt 
and  accurate  information  as  to  the  location  of  goods  in 
transit.  This  information  is  usually  asked  for  over  the 
telephone.  It  is  over  the  telephone  that  one's  voice  is 
most  likely  to  show  impatience  and  irritation,  and  the 
temptation  is  strong  to  give  curt  answers.  The  telephone 
has  lost  more  friends  than  anything  else.  Take  special 
pains  to  be  pleasant  and  courteous  when  talking  over 
the  telephone. 

BEADING. 

Railroad  Traffic  and  Rates.    Johnson  and  Huebner.    Vol. 

I,  Chapters  8  to  14,  inclusive. 
Railway  Organization  and  Working.     Dewsnup.     Pages 

63  to  75,  80  to  112  and  440  to  488. 


20  General  Course 


The  Pooling  of  Freight  Cars.    J.  R.  Cavanagh.     Annals 

of  American  Academy  of  Political  and  Social  Science ; 

March,  1907;  Vol.  29,  Page  260. 
Progress  Towards   Car  Efficiency.     A.   Hale.     Railway 

Age  Gazette;  September  25,  1908;  Vol.  45,-  Page  999. 
Freight  Terminals  and  Trains.     Droege.     Chapters   11, 

15  and  21. 


General  Course  21 


STUDENT   UNDER   MASTER   MECHANIC. 

Fourth  Period  —  Three  Months. 
A. 

1.  Preparation   and   care   of   passenger  cars. 

2.  Preparation  and  care  of  freight  cars. 

3.  Car  inspection ;  importance  from  standpoint  of 
economy  and  safety,  and  with  special  attention  to  the 
relation   of   inspection   to  cost  of   repairs. 

4.  Rough    handling   and    how    best   prevented. 

5.  Classification  and  construction  of   freight  cars. 

B. 

1.  Engines;  types  and  how  classified. 

2.  Difference  in  design  of  various  types  of  engines. 

3.  Purpose  of  different  designs. 

4.  Repairs;  principal  item  in  cost  of  repairs,  cost 
per  engine-mile. 

5.  Total  cost  of  operating  an  engine  per  engine-mile. 
Elements  which  go  to  make  up  this  cost  and  how  affected. 

6.  Flange  lubrication  and  results  derived. 

7.  Fuel ;  elements  which  determine  the  value  of  any 
given  fuel;  comparison  of  coal  and  oil. 

8.  Proper  and  improper  use  of  fuel  in  firing  and 
effect  upon  cost  of  repairs  per  engine-mile. 

9.  Methods  of  storing  fuel  and  accounting  for  same. 

10.  Water;   importance   of   good   water.     What   con- 
stitutes  good   water. 

11.  Effect  of  poor  water  on  operation  and  repairs. 

12.  Methods  of  treating  and  economic  results. 


22  General  Course 


ALLOTMENT    OP    TIME. 

To  subdivision  A,  1  month  in  Car  Cleaning  Yards. 

To  subdivision  B,  2  months ;  one  month  in  shops  and 
roundhouse,  and  one  month  with  Road  Foreman  of 
Engines. 

fe  SPECIAL   NOTES. 

1.  The  student  should  obtain  a  fair  working  knowl- 
edge of  elementary  machine  design,  so  as  to  enable  him 
to  read  drawings  of  machinery  without  difficulty. 

2.  The  largest  expenditure  made  for  a  single  item  by 
a  railroad  is  for  fuel.  The  importance  of  economy  in 
its  use  is,  therefore,  prima  facie.  In  this  connection 
engine  mileage  and  engine  loading  become  of  paramount 
importance.  It  has  been  aptly  said  that  successful  rail- 
roading depends  upon  two  things  :  First,  loading  cars ; 
second,  loading  engines. 

BEADING. 

Any  standard  work  on  Steam  Engines. 

Elements  of  Railroad  Engineering.  Raymond.  Chap- 
ters 11,  12  and  13. 

Economics  of  Railroad  Operation.  Byers.  Chapter  3, 
Part  5,  and  Pages  492-513. 

Railway  Organization  and  Working.  Dewsnup.  Pages 
212-243. 

Economics  of  Railroad  Construction.    Webb.    Chapter  7. 

Railroad  Construction.     Webb.     Chapters  15  and  16. 

Railway  Age  Gazette,  January  15,  1909.     Page  119. 

Official  Proceedings  of  Pittsburg  Railway  Quo,  January, 
1908.     Page  94. 

Rules  and  Regulations  governing  air  brakes,  air  signals, 
heating  and  lighting  passenger  cars,  electric  and  acety- 
lene headlights. 


General  Course  23 


STUDENT    BRAKEMAN    AND    CONDUCTOR. 

Fifth  Period  —  Three  Months. 

A. 

1.  Train  signals. 

2.  Protection  of  trains. 

3.  Coupling  and  uncoupling,  with  attention  to  pre- 
vention of  personal  injuries. 

4.  Switching,  with  attention  to  prevention  of  personal 
injuries. 

5.  Handling  cars ;  importance  of  careful  handling. 

6.  Advantageous  placing  of  cars  in  train. 

B. 

1.  Yard,  way  freight,  through  freight  and  passenger 
train  work. 

2.  Handling  of  bills  on  freight  trains  and  of  trans- 
portation on  passenger  trains. 

3.  Conductor's  records  and  reports. 

4.  Handling  of  train  orders  (to  be  studied  also  from 
conductor's   point  of   view). 

5.  Action  in  case  of  accidents. 

(Student  must  pass  a  satisfactory  examination  on 
Train  Rules,  given  by  the  regularly  authorized  examiner, 
before  he  will  be  allowed  credit  for  this  period.  The 
certificate  of  examination  must  be  forwarded  to  the 
officer  in  charge  of  students.) 

ALLOTMENT    OP    TIME. 

To  subdivision  A,  1  month,  as  extra  brakeman  with 
freight  crew;  1   month  in  yard  work. 


24  General  Course 


To  subdivision  B,  1  month ;  2  weeks  as  assistant  to 
conductor  with  freight  crew,  2  weeks  as  extra  brakeman 
with  passenger  crew. 

SPECIAL    NOTES. 

1.  Promptness  and  certainty  in  train  movement  is 
the  essence  of  successful  operation.  Make  every  move 
count.  One  of  the  prime  requisites  for  a  successful  rail- 
road official  is  the  ability  to  recognize  when  trains  are 
properly  and  improperly  handled. 

2.  "Safety  First"  should  govern  every  act  of  a  train- 
man. There  is  no  class  of  employes  of  a  railroad  in  a 
better  position  to  promote  safety  than  trainmen.  Every- 
thing pertaining  to  the  operation  of  trains  should  be  made 
secondary  to  the  safety  of  life  and  property.  When  in 
doubt,  take  the  safe  course. 

BEADING. 

Transportation  Rules. 

Current  Time  Table. 

Economics  of  Railroad  Construction.     Webb.     Chapters 

5,   10,  11  and  12. 
Economics  of  Railway  Operation.     Byers.     Chapter  4, 

Part  5. 
Railway  Organization  arid  Working.     Dewsnup.     Pages 

243-263. 
American  Railway  Transportation.     Johnson.     Chapters 

9  and  10. 
Accounting     Department     Instructions     to     Conductors. 

(Reference  only.) 


General  Course  25 


STUDENT    IN    ACCOUNTING    DEPARTMENT- 
STATISTICAL   BUREAU. 

Sixth  Period  —  Three  Months. 

1.  Statement  of  gross  and  net  tons  hauled  in  freight 
and  mixed  trains. 

2.  Locomotive  performance  in  freight  service. 

3.  Statistics  of  freight  train  service. 

4.  Statistics  of  passenger  train   service. 

5.  Operating  statistics  by  divisions. 

6.  Operation  of  important  freight  stations. 

7.  Statistics  of  Maintenance  of  Way  and  Structures. 

8.  Statement  of   revenues  and   expenses. 

9.  Statement  of  freight  earnings. 

10.  Statement  of  passenger  earnings. 

11.  Effect  on  freight  earnings  by  reason  of  diversions. 

12.  Distribution    of    commodities    by    tonnage    inter- 
change. 

13.  Freight  interchanged  with  other  lines. 

14.  Statement  of   estimated   freight   earnings. 

15.  Statement  of  business  routed  adversely. 

16.  Comparative     statement     of     business     done     at 
agencies. 

SPECIAL    NOTES. 

1.  It  is  intended  that  the  student  shall  learn  the 
sources  from  which  are  obtained  the  figures  used  to  make 
up  the  statements  listed  above  and  how  they  are  com- 
piled. 

2.  The  chief  value  of  statements  rendered  to  officials 
lies  not  in   their   forming  a   condensed   compendium   to 


26  General  Course 


which  reference  may  be  had  to  ascertain  the  total  ex- 
penditures and  receipts  governing  any  given  item  but  in 
affording  a  panoramic  view  of  the  entire  situation. 

That  with  which  one  is  in  immediate  contact  is 
likely  to  assume  undue  proportions  at  the  expense  of 
other  things  that  are  of  vital  importance. 

3.  Thousands  of  dollars  are  being  spent  in  making 
out  statements,  and  the  money  is  worse  than  wasted  un- 
less the  statements  are  concise,  and  can  be  used  im- 
mediately. There  is  nothing  more  worthless  than  a 
statistical  statement  which  cannot  be  digested  quickly. 

4.  The  failure  of  many  a  good  man  is  directly  trace- 
able to  the  fact  that  either  through  indifference,  or  lack 
of  ability  to  do  so,  he  did  not  properly  analyze  and  inter- 
pret statements  from  the  Accounting  department. 

5.  There  is  a  prevalent  notion  that  the  examination 
of  operations  through  the  medium  of  statistics  will  serve 
as  a  corrective  of  errors  already  committed.  Post  mor- 
tems  never  cured  anything.  The  most  illuminating  thing 
in  business  is  the  light  of  experience,  but  it  doesn't  pay 
to  waste  that  light  looking  for  something  that  has  passed 
into  history  and  when  found  can  add  nothing  of  con- 
structive value  to  the  business. 

In  the  railroad  business  there  is  a  tendency  for  of- 
ficials to  burden  those  under  them  with  requests  for 
statistical  histories  of  things  that  have  happened,  when 
what  is  needed  is  a  quick  and  immediate  application  of 
an   improvement   for   the   future. 

Statistics  should  be  prepared  to  establish  general 
policies  for  future  action,  and  they  should  not  be  abused 


General  Course  27 


by  using  them  as  a  substitute  for  diligent  and  aggressive 
supervision.  Calling  for  statistics  and  explanations,  in 
supervision  work,  is  substituting  the  process  for  the  thing. 
Finally,  percentages,  except  for  large  numbers,  mean 
nothing.  Stale  statistics  are  dangerous.  A  railroad  can- 
not be  run  from  an  accountant's  cloister. 

BEADING. 

Railway  Organization  and  Working.     Dewsnup.     Pages 

264  to  384. 
Railroad  Traffic  and  Rates.    Johnson  and  Huebner.    Vol. 

I,  Chapter  7 ;  Vol.  II,  Chapter  28. 
Letters  from  an  Old  Railroad  Official  to  His  Son.   Second 

Series.     Hine.     Letters  13,  20  and  21. 
Modern  Organization.     Hine.     Chapters  4  and  5. 
How  to  Analyze  Railroad  Reports.     Moody. 


28  General  Course 


STUDENT    IN    TARIFF    BUREAU. 

Seventh  Period —  Three  Months. 

A. 

1.  Compilation   of    freight   tariffs. 

2.  Division  of  rates  between  "local"  and  "through." 

3.  Freight   tariff   agreements ;   basis   of    division   be- 
tween lines. 

B. 

1.  Compilation  of  passenger  tariffs. 

2.  Division  of  rates  between  "local"  and  "through." 

3.  Passenger  tariff  agreements;  basis  of  division  be- 
tween lines. 

c. 

1.  Freight  rate  information  bureau,  waiting  on  the 
public. 

ALLOTMENT    OF    TIME. 

To   subdivision  A  and   B,   2   months. 
To  subdivision  C,  1  month. 

SPECIAL   NOTE. 

An  alert  rate  clerk  can  pick  up  a  great  deal  of  business. 
Whenever  possible,  put  the  dispensing  of  information 
on  a  personal  basis.  Don't  let  an  inquirer  go  away 
without  learning  his  name,  if  possible,  and  when  he  in- 
tends to  ship,  and,  if  at  all  feasible,  get  a  routing  order 
from  him.     Turn  this  data  over  to  a  solicitor  at  once. 

BEADING. 

Railroad  Traffic  and  Rates.    Johnson  and  Huebner.    Vol. 

I,  Chapters  IS  to  25,  inclusive. 
The  Working  of  the  Railroads.    McPherson.    Chapter  3. 
Freight  Classification.     Strombeck. 


Operation  and  Maintenance 


FOREWORD. 

Operation  and  maintenance  represent  what  corre- 
sponds to  the  manufacturing  department  of  any  indus- 
trial concern.  The  number  of  men  employed  and  the 
amount  of  money  that  must  be  expended  in  this  work 
will  vary  in  direct  proportion  to  the  amount  of  trans- 
portation that  is  sold  by  the  selling  department,  which 
is  the   Traffic  department  of   a   railroad. 

The  danger  of  an  over-production  of  transportation 
by  the  Operating  department  is  just  as  real  and  must  be 
as  studiously  guarded  against  as  an  over-production  in 
any  manufacturing  institution.  Under-production  is  no 
less  serious.  To  fortify  against  either  over-  or  under- 
production, it  is  necessary  that  the  Traffic  department 
shall  keep  the  Operating  department  informed  as  to 
traffic  conditions  sufficiently  far  in  advance  to  enable 
those  who  are  responsible  for  the  production  of  trans- 
portation to  meet  the  requirements. 


30  Operation  and  Maintenance 

STUDENT    WITH    DIVISION    ENGINEER. 

First  Period  —  Four  Months. 

1.  Methods  and  basis  for  distribution  of  charges  as 
between  betterments  and  additions,  and  operating. 

2.  Preparation  of  estimates;  (a)  for  work  not  in- 
cluded in  the  annual  budget,  (b)  for  work  to  be  in- 
cluded in  the  annual  budget. 

3.  Organization   Maintenance   of   Way   forces. 
During  this  period  the   student  should   endeavor  to 

get  information  from  original  sources.  To  do  this,  it 
will  be  advisable  to  spend  as  much  time  as  possible  on 
the  road  with  the  Division  Engineer  or  the  Assistant 
Division  Engineer.    . 

BEADING. 

Freight  Terminals  and  Trains.     Droege.     Chapters  1,  3, 

5,  12,   16,   17,  18,  19  and  20. 
Economics  of  Railway  Operation.     Byers. 
Elements  of  Railroad  Engineering.     Raymond. 
Railroad  Construction.     Webb. 


Operation  and  Maintenance  31 

STUDENT    UNDER   MASTER   MECHANIC. 

Second  Period  —  Three  Months. 

1.  Shops  and  roundhouses;  efficiency  of,  (a)  as  to 
plan,   (b)   as  to  location. 

2.  Organization   of    shop    forces. 

3.  Distribution  of  labor. 

4.  Distribution  and  care  of  supplies. 

5.  Sources  of  expensive  shop  operations. 

6.  Shop   efficiency   systems. 

7.  Importance  of  the  accurate  checking  of  issues 
of  supplies  other  than  water  and  fuel. 

8.  Careful  study  of  the  air  brake. 

9.  Engine  failures,   causes  and  remedies. 

10.  Reports,  statistics  and  accounts. 

11.  Tonnage  rating. 

12.  Effect  of  grades  and  curves  on  engine  mileage  and 
application  of  these  factors  to  local  tonnage  ratings. 

SPECIAL     NOTES. 

1.  The  student  should  seize  every  opportunity  to  go 
out  on  the  line  with  the  Road  Foreman  of  Engines  for 
the  purpose  of  studying  conditions  affecting  motive 
power. 

2.  Theoretical  tonnage  rating  should  not  be  applied 
independently  of  actual  working  conditions.  Motive 
power  cannot  be  handled  on  paper. 

3.  The  student  must  pass  the  regular  examination 
provided  for  firemen  who  are  candidates  for  road  ser- 
vice, before  he  will  be  permitted  to  leave  this  period. 


32  '  Operation  and  Maintenance 

BEADING. 

Review  of  reading  assigned  for  Fourth  Period  of  General 

Course. 
The  Principles  of  Scientific  Management.     Taylor. 
Freight  Terminals  and  Trains.     Droege.     Chapters  27, 

28,  29  and  30. 


Operation  and  Maintenance  33 

STUDENT  IN   SIGNAL   ENGINEER'S   OFFICE.  . 

Third  Period  —  Two  Months. 
BLOCK  SIGNALING. 

1.  Manual  block  signals,  staff  system,  telegraph  sys- 
tem permissive,  absolute. 

2.  Automatic  block  signals. 

3.  Interlocking  plants,  mechanical,  electro-pneumatic, 
hydro-pneumatic,  all  air,  all  electric. 

4.  On  single  track ;  on  double  track. 

5.  Protection  of  crossings. 

6.  Mechanism,  maintenance,  installation. 

7.  Cost  of  maintenance,  accounts  and  records. 

BEADING. 

Elements  of  Railroad  Engineering.  Raymond.  Chap- 
ter 10. 

Railroad  Construction.     Webb.     Chapter  14. 

The  Block  System.     Adams. 

Railway  Organization  and  Working.  Dewsnup.  Pages 
160-211. 

Standard  Book  of  Rules. 

For  definitions  and  illustrations,  see  Signal  Dictionary, 
1908.  edition. 


34  Operation  and  Maintenance 

STUDENT  IN  STORES  DEPARTMENT. 

Fourth  Period  —  Two  Months. 

1.  Careful  study  of  uses,  value  and  proper  care  of 
Company  material.  This  information  to  be  gained  as 
helper  to   Section   Storekeeper  in  General   Store. 

2.  Handling  of  requisitions ;  necessary  approvals ; 
from  what  data  prepared;  method  by  which  stock  is 
made  available  quickly. 

3.  Pricing;  distribution  of  charges  to  various  ac- 
counts ;  analysis  and  purpose  of  statements  in  connec- 
tion with  Stores  Department. 

SPECIAL   NOTE. 

Special  attention  to  be  given  to  the  manner  in  which 
material  is  assembled  and  distributed  during  emergencies. 

Carefully  note  total  amount  of  stock  and  material 
carried  and  its  effect  on  economical  operation.  How  it 
can  best  be  reduced  to  minimum  and  fill  orders  promptly. 

BEADING. 

Railway  Organization  and  Working.     Dewsnup.     Pages 

141-159. 
Elements  of   Railroad  Engineering.     Raymond.     Pages 

1-16. 
Economics  of  Railroad  Construction.     Webb.     Chapters 

1   to   5,  inclusive. 
Economics  of  Railway  Operation.     Byers.     Chapter  6, 

Part  5. 
The  Supply  Department.    Pearce. 


Operation  and  Maintenance  35 

STUDENT    IN   GENERAL   MANAGER'S   OFFICE. 

Fifth  Period  —  Tzvo  Months, 

The  purpose  of  this  period  is  to  put  the  student  in 
touch  with  organization  as  a  whole.  It  is  impossible 
for  a  general  manager,  as  a  rule,  to  come  into  personal 
contact  with  the  multitudinous  activities  of  a  railroad. 
He  must  perforce  depend  to  a  great  extent  on  reports 
from  subordinate  officers,  and  from  the  Accounting  de- 
partment. Reports  from  subordinate  officers  are  usually 
comparatively  simple  to  understand.  The  same  is  not 
always  true  of  operating  reports  compiled  by  the  Ac- 
counting department.  These  require  careful  analysis. 
Their  chief  value  lies  in  reflecting  poorly,  or  well,  bal- 
anced relations  between  the  operations  of  the  several 
departments. 

In  addition  to  the  interpretation  of  statistical  state- 
ments, the  student  will  be  afforded  an  excellent  oppor- 
tunity to  get  a  general  knowledge  of  the  entire  organiza- 
tion of  the  Operating  department,  and  should  inform 
himself  thoroughly  as  to  the  organization  of  his  own 
road  and  make  comparisons  with  the  organizations  of 
other   roads. 

It  is  the  general  manager  who  is  responsible  for  the 
greater  proportion  of  the  expenditures.  Hence,  it  is  the 
Operating  department  of  the  service  that  must  bear  the 
brunt  of  a  retrenchment  order.  It  is,  therefore,  impor- 
tant that  the  Operating  department  be  so  organized  that 
it  may  be  quickly  expanded  or  quickly  contracted,  to 
meet  the  fluctuations  of  business. 


36  Operation  and  Maintenance 

The  business  of  the  Operating  department  is  to  manu- 
facture transportation;  the  business  of  the  Traffic  de- 
partment is  to  sell  transportation.  These  two  functions 
must  be  evenly  balanced,  otherwise  it  is  manifest  that 
there  must  be  waste. 

BEADING. 

Railroad  Administration.     Morris. 

Modern  Organization.     Hine. 

The  American  Transportation  Question.     Dunn. 

Railroad  Traffic  and  Rates.  Johnson  and  Huebner.  Vol. 
II,  Pages  365-398. 

Government  Regulation  of  Railway%  Corporations.  John- 
son, in  Railway  Age  Gazette,  Feb.  11,  1910,  Vol.  43, 
Page  306. 

Freight  Terminals  and  Trains.     Droege.     Chapter  8. 


Operation  and  Maintenance  37 

STUDENT   WITH    TRAINMASTER. 

Sixth  Period  —  Five  Months. 

A.  WITH   YARDMASTER. 

1.  Make-up  of  yard;  purposes  and  uses  of   several 
groups   of   tracks. 

2.  Switching. 

3.  Weighing. 

4.  Make-up  of  trains :    First,  as  to  safety ;  second,  as 
to  destination;  third,  as  to  contents. 

5.  Necessity  for  care  in  handling  cars. 

6.  Causes  of  unnecessary  switching,  and  how  avoided. 

7.  Loading  of  engines  to  full  tonnage  rating. 

8.  Special  attention  to  methods  of  clearing  blockades. 

9.  Yardmaster's  records. 

10.  Yard  expenses  per  freight  car  handled;  how  af- 
fected. 

B.  WITH    DISPATCHER. 

1.  Systems  of  dispatching :   Double  order,  "  19"  order, 
and  staff  system,  and  relative  merits  of  each. 

2.  Different  forms  of  train  orders  and  their  uses. 

3.  Handling  trains,  importance  of  economy  of  time 
in  making  meets. 

4.  Importance  of  familiarity  with  length  of  sidings, 
grades,   etc. 

5.  Knowledge  of  capacity  of  engines.    Effect  of  train 
resistance. 

6.  Chief   causes  of  delays,   and  various   methods  of 
overcoming   same. 

7.  Work  on  time-table  charts.       § 


38  Operation  and  Maintenance 

8.  Balancing  of  traffic. 

9.  Dispatcher's  records  and  reports. 

C.      WITH    TRAINMASTER. 

1.  Expedition  of  car  movements,  and  distribution. 

2.  Handling  of  fast  and  slow  freight,  with  reference 
to  necessity  and  competition. 

3.  Full  loading  of  cars  and  engines. 

4.  Education  of  station  agents  in  the  matter  of  full 
loading  of  cars,  prevention  of  delays,  maintenance  of 
neat  yards  and  stations. 

5.  Cutting  down  over-time;  how  best  accomplished. 

6.  Balancing  of  way-work  between  crews. 

7.  Investigation  of  delays. 

8.  Enforcing  operating  rules. 

9.  Wrecking  work. 

10.  Carrying  out  of  the  Division's  policy. 

11.  Disciplining  of  employees. 

ALLOTMENT    OF    TIME. 

To  subdivision  A,  1  month. 
To  subdivision  B,  1  month. 
To  subdivision  C,  3  months. 

SPECIAL     NOTES. 

1.  Keep  posted  as  to  actions  taken  by  officials  in  cases 
of  emergency,  accidents  and  the  like.  There  is  nothing 
more  important  than  quick  and  considerate  action  in 
cases  of  emergency;  the  proper  care  of  passengers  in 
accidents.  The  public  will  not  be  charitable  towards  your 
shortcomings,  and  ^it  will  many  times  occur  that  upon 


Operation  and  Maintenance  39 

a  single  act  of  yours,  at  the  time  of  an  accident,  the 
entire  management  of  the  road  will  be  praised  or  con- 
demned. Earn  and  keep  the  good  will  of  the  public  by 
giving  every  assistance  you  can  consistently. 

2.  Special  attention  should  be  given  at  all  times  to 
the  diplomatic  handling  of  men.  Men  will  have  all  sorts 
of  grievances,  real  and  imaginary,  and  it  makes  no  dif- 
ference how  thorough  a  knowledge  you  may  have  of  a 
subject,  unless  you  are  able  to  maintain  pleasant  relations 
with  the  men  under  you  and  still  be  absolutely  fair  and 
impartial,  you  are  a  failure. 

3.  After  the  completion  of  this  period  the  student  will 
be  placed  wherever  it  may  appear  necessary,  in  the  judg- 
ment of  the  management,  to  give  him  further  instruction 
in  order  to  prepare  him  for  promotion  to  a  permanent 
position. 

BEADING. 

Standard  Book  of  Rules,  in  its  entirety. 

All  wage  schedules  and  agreements  between  company  and 
employes. 

Freight  Terminals  and  Trains.  Droege.  Chapters  6,  7, 
13,  14,  22,  23,  24,  25  and  26. 

Elements  of  Railroad  Engineering.  Raymond.  All  por- 
tions relative  to  economics  of  railroad  operation  not 
previously  assigned. 

Economics  of  Railroad  Construction.  Webb.  All  por- 
tions relative  to  economics  of  railroad  operation  not 
previously  assigned. 

Economics  of  Railway  Operation.  Byers.  All  portions 
not  previously  assigned. 


40  Operation  and  Maintenance 

Railway  Organization  and  Working.  Dewsnup.  All  por- 
tions not  previously  assigned. 

American  Railway  Transportation.  Johnson.  All  por- 
tions not  previously  assigned. 

Letters  of  an  Old  Railroad  Official  to  His  Son,  a  Division 
Superintendent.     First  and  Second  Series.     Hine. 


Traffic  Department 


FOREWORD. 

The  Traffic  department  of  a  railroad  has  one  func- 
tion that  supersedes  all  others.  It  is  the  selling  of  trans- 
portation. It  is  in  this  department  that  personality  is 
of  the  greatest  importance.  The  attitude  of  the  seller 
toward  the  buyer  is  a  subject  that  is  deserving  of  special 
attention.  Therefore,  it  behooves  the  ambitious  traffic 
man  to  study  the  question  of  personality  as  it  is  related 
to  salesmanship. 

The  multiplicity  of  elements  that  go  to  make  up  per- 
sonality are  almost  numberless.  But  there  are  certain 
basic  principles  from  which  they  all  spring,  and  which 
can  be  readily  recognized.  In  the  main,  personality  is 
the  resultant  of  emotions  plus  thought  processes. 

The  greater  influence,  by  far,  in  the  make-up  of  per- 
sonality is  the  emotions.  Emotions  again  resolve  them- 
selves into  even  simpler  elements.  Indeed,  it  may  be  said 
that  all  emotions  are  the  result  of  physical  actions  that 
have  been  superinduced  by  the  physical  stimulation  of 
basic  instincts.  No  less  authority  than  the  late  William 
James  of  Harvard  makes  the  assertion  that  we  are  afraid 
because  we  run,  that  we  do  not  run  because  we  are 
afraid. 

If  we  follow  the  emotions  back  to  the  time  before 
they  were  affected   by  thought  processes,   this   may  be 


42  Passenger  and  Freight  Traffic 

more  easily  seen.  For  example,  the  emotion  of  disgust 
is  always  accompanied  by  certain  very  definite  physical 
manifestations.  The  upper  lip  and  the  muscles  of  the 
nose  are  contracted.  This  was  a  process  that  was  in- 
dulged in  during  our  early  stages  of  development,  and 
is  indulged  in  to-day  by  many  animals,  for  the  purpose 
of  guarding  against  a  disagreeable  odor.  A  man  is  said 
to  assume  a  surly  expression  or  a  snarl.  A  close  obser- 
vation shows  that  in  this  case  there  is  a  slight  raising 
of  the  left-hand  corner  of  the  upper  lip,  revealing  what 
is  commonly  known  as  the  "dog"  tooth.  In  our  primitive 
state  this  tooth  was  shown  to  indicate  to  our  fellows  that 
it  would  probably  be  very  unhealthful  for  them  to  make 
an  attack  on  us,  and  warning  was  given  by  displaying 
the  size  and  strength  of  this  tooth. 

So  one  might  go  on  enumerating  certain  elements  of 
personality,  all  of  which  relate  themselves  back  to  the 
stimulation  of  basic  instincts,  and  which  had  as  their 
primary  cause  a  physical  irritation  of  some  sort.  Now, 
by  adding  thought  processes,  which  are,  after  all,  only 
a  refinement  of  earlier  emotional  processes,  in  which 
the  more  pronounced  physical  manifestations  have  been 
subdued,  we  get  the  elements  that  in  reality  go  to  make 
up  personality.  Indeed,  these  grosser  physical  manifes- 
tations have  only  been  suppressed  in  a  measure.  They 
are  always  present  to  greater  or  less  extent,  depending 
upon  the  sensitiveness  of  the  individual  and  the  in- 
tensity of  the  stimulation. 

Every  thought  tends  to  express  itself  in  physical 
action  of   some  kind.     Even  such   abstract  concepts  as 


Passenger  and  Freight  Traffic  43 

beauty  and  goodness  have  been  shown  by  actual  experi- 
ment to  have  a  certain  definite  physical  reaction.  The 
so-called  mind-reader  depends  almost  entirely  upon  this 
one  fact  for  his  success.  He  has  trained  himself  to 
observe  and  interpret  very  slight  movements  of  the 
muscles. 

Therefore,  to  understand  personality  it  is  necessary 
to  be  able  to  recognize  external  manifestations  and  re- 
late these  manifestations  back  to  the  primal  instincts 
from  which  they  take  their  origin. 

While  the  phrase  "primal  instincts"  has  been  used,  it 
is  really  just  a  figure  of  speech  used  for  the  purpose  of 
making  the  subject  more  readily  understandable.  There 
is  in  reality  only  one  primal  instinct,  that  is  the  instinct 
of  self-preservation.  It  is  this  instinct  that  governs  our 
first  act  when  we  come  into  this  world;  it  is  this  instinct 
that  governs  our  final  act  as  we  leave  it.  From  this 
one  instinct  springs  all  that  makes  for  society's  better- 
ment, or  for  society's  degradation. 

As  the  child  grows,  this  instinct  divides  into  four 
fundamental  branches,  which  for  convenience  will  be 
referred  to  as  basic  instincts.  First,  there  grows  out  of 
it  the  recreative  instinct — the  play  instinct — which  causes 
the  child  to  do  such  things  as  will  develop  him  so  that 
he  may  the  better  preserve  himself  in  the  struggle  he 
must  make  later.  Then  comes  the  instinct  of  fear,  or 
the  religious  instinct.  Next  comes  the  gregarious  in- 
stinct— the  herding  instinct — which  causes  us  to  come 
together  as  members  of  society.  And  last  the  repro- 
ductive instinct — the  mating  instinct — which  is  the  ef- 


44  Passenger  and  Freight  Traffic 

fort  to  perpetuate  the  individual  through  the  perpetua- 
tion of  the  race. 

All  things  that  move  men  to  action,  all  institutions 
that  live  and  become  successful,  relate  themselves,  in 
some  way,  to  one  of  these  four  basic  instincts.  Every 
act  of  man  takes  its  root  in  one  or  more  of  these  in- 
stincts. 

If  we  would  be  successful  interpreters  of  personality, 
we  must  be  able  to  trace  the  physical  manifestations  of 
the  individual  back  to  these  primal,  underlying  forces. 
If  we  would  ourselves  develop  a  personality  that  will 
stand  out  attractively,  we  must  give  vent  and  play  to 
these  several  instincts  in  such  proportions  as  will  give 
balance,  in  order  that  we  may  be  able  to  see  things  in 
their  proper  relations  to  each  other. 

The  difference  between  the  criminal  and  the  non- 
criminal is  simply  a  difference  of  the  sense  of  propor- 
tion. We  call  that  man  a  criminal  who  takes  a  dis- 
proportionate view  of  his  relation  to  the  rest  of  society ; 
and  we  call  that  man  a  statesman  who  is  able  to  see 
disproportionate  relations,  and  who  makes  an  effort  to 
correct  them. 

Every  man  carries  the  index  of  his  personality  with 
him,  showing  so  plainly  that  he  who  runs  may  read,  if 
we  will  but  take  the  time  and  trouble  to  make  the  ob- 
servation. Every  act,  every  word,  every  physical  move- 
ment spells  out  a  man's  character,  and  even  a  laugh  is 
but  an  effort  to  cover  a  half  naked  soul.  "It  is  the 
ravellings,  now  and  then,  that  tell  of  the  weave  of  men/' 

It  is  safe  to  assert  that  nine  men  out  of  every  ten 


Passenger  and  Freight  Traffic  45 

will  tell  the  history  of  their  lives  in  the  first  twenty 
minutes  of  their  conversation.  The  tendency  to  talk 
about  one's  self  is  well  known.  It  is  a  perfectly  natural 
one,  and  most  men  talk  best  when  they  are  talking  about 
themselves.  This  is  as  it  should  be,  because  we  know 
more  about  ourselves  than  we  do  about  anyone  else  or 
anything  else.  Relate  this  tendency  back  and  it  is  seen 
that  it  goes  clear  back  to  that  primal,  all-governing 
instinct  of  self-preservation.  Each  wants  the  other  fel- 
low to  know  that  he  is  a  person  of  parts.  But  if  the 
truth  were  known,  when  we  talk  about  ourselves,  we 
more  often  talk  of  ourselves  as  we  wish  we  might  be. 
We  talk  of  the  things  that  we  wish  we  had  done  and 
which  we  know  would  have  made  us  immediately  recog- 
nizable as  a  person  of  importance,  rather  than  the  things 
that  we  actually  did.  The  things  we  actually  did  are 
only  the  thread  on  which  we  weave  the  tale. 

Recall  to  yourself,  as  you  have  repeated  a  con- 
versation that  you  have  had  with  some  other  person 
while  in  the  heat  of  anger.  The  conversation  runs  about 
like  this :  "He  said  so  and  so,  then  I  said  so  and  so" 
and  the  answer  you  gave  was  very  superior  and  so 
absolutely  squelching  that  the  other  fellow  was  left 
speechless.  The  things  that  you  say  you  said  are  usually 
the  things  that  you  wish  you  had  said ;  what  you  actually 
said  is  often  quite  different. 

From  this  it  may  be  seen  that  it  is  easier  to  tell 
from  a  man's  conversation  what  he  hopes  to  be  than 
what  he  actually  is.  But  his  actions  always  tell  what 
he   is.     A  man  acts  as  he  believes.     He  can't  help  it. 


46  Passenger  and  Freight  Traffic 

One  can't  believe  one  thing  and  do  another.  One  al- 
ways does  the  thing  that  he  believes  is  best  for  him- 
self personally,  or  best  for  the  race. 

How  all  this  relates  to  the  subject  of  salesmanship 
this  tale  may  reveal.  Not  long  since,  a  man  who  had 
been  advertising  manager  for  one  of  the  largest  re- 
tail stores  in  the  United  States  discovered  that  his  people 
had  gotten  overstocked  with  a  lot  of  cheap  pianos.  He 
was  at  his  wit's  end  to  dispose  of  them.  He  had  written 
every  sort  of  an  advertisement  that  he  could  conjure  up, 
but  the  pianos  would  not  sell.  One  day  an  old  lady  came 
into  the  store.  She  was  bowed  with  years,  her  hands 
were  knotted  and  horny,  her  shoulders  were  bent  with 
toil.  When  asked  what  she  wanted,  she  said  she  wanted 
to  buy  a  piano.  The  advertising  manager  became  in- 
terested and  listened  to  the  conversation  between  her  and 
the  salesman.  In  the  course  of  the  bargaining,  she  told 
something  of  the  history  of  her  life.  She  and  her  hus- 
band had  come  from  Ireland  many  years  ago.  He  was 
a  hodcarrier  and  she  took  in  washing.  They  had  one 
daughter,  Nellie.  By  dint  of  hard  work  and  saving  they 
had  put  by  a  tidy  little  sum,  "And  now,"  she  said,  "we 
are  going  to  buy  a  piano,  so  Nellie  can  be  a  lady."  The 
secret  was  out.  The  toil,  the  tears,  the  struggle,  the 
self-denial  of  the  life-time  of  two  people  had  been  for 
just  one  thing — to  make  Nellie  a  lady.  The  controlling 
passion,  the  absorbing  ambition  of  every  normal  mother 
is  that  her  daughter,  her  child,  may  be  better  equipped 
to  enter  life's  struggle  than  she  was.  The  instinct  to  pre- 
serve the  race  is  dominant  in  every  normal  person. 


Passenger  and  Freight  Traffic  47 

The  advertising  manager  had  seen  the  light  of  a 
great  idea.  He  went  back  to  his  office  and  wrote  this 
"ad" :  "Make  Nellie  a  lady  by  buying  her  a  piano." 
That  was  all  there  was  to  the  "ad,"  but  the  pianos  sold 
faster  than  deliveries  could  be  made.  That  advertise- 
ment touched  a  basic  instinct  and  created  a  desire  on 
the  part  of  the  mother  to  make  Nellie  a  lady. 

Advertising  that  does  not  ground  itself  on  one  of  the 
fundamental  instincts  of  mankind  is  money  wasted ;  and 
salesmanship  that  does  not  base  its  operations  upon 
these  same  fundamental  instincts  is  a  waste  of  breath 
and  shoe  leather. 

Now,  the  instincts  that  dominate  a  man's  life  take 
expression  through  the  things  he  does,  through  the  busi- 
ness in  which  he  is  engaged.  Therefore,  if  a  man  would 
be  a  successful  salesman,  he  must  realize  that  the  key 
that  will  unlock  the  avenues  of  approach  to  a  man's 
basic  instincts  is  the  interpretation  of  actions.  He  must 
learn  to  judge  a  man  in  terms  of  the  man's  own  standards 
of  measurement  rather  than  in  terms  of  his  own  or 
foreign  standards.  To  make  this  thought  clearer,  a 
savage  should  not  be  judged  by  the  standards  of  civilized 
society.  He  has  the  same  right  to  be  judged  by  his 
peers  as  we  have.  It  is  a  gross  injustice  to  measure  the 
savage's  moral  rectitude  or  obliquity  by  any  other  stand- 
ards than  those  of  his  own  people. 

The  avenues  of  approach  to  an  understanding  of  a 
man's  character  are  through  the  business  in  which  he  is 
engaged.  We  must  learn  the  things  that  prompt  men  to 
action   and  the  only  way  to  do  this  is  to   study  their 


48  Passenger  and  Freight  Traffic 

actions.  It  is  through  the  details  connected  with  his 
business  that  a  man  expresses  much  of  his  personality. 
So  true  is  this,  that  men  in  one  class  of  business  soon 
come  to  take  on  facial  characteristics  that  are  common 
to  men  in  that  kind  of  business.  But  the  motive  power 
that  inspires  action  may  be  sometimes  one  thing  and 
sometimes  another.  It  may  be  social  aspirations,  it 
may  be  religious  fervor,  it  may  be  a  desire  to  protect 
his  family.  Whatever  it  may  be,  it  will  find  expression 
through  the  thing  a  man  does.  ^ 

Therefore,  to  be  a  successful  salesman  means  that 
he  who  has  anything  to  sell  must  first  learn  to  interpret 
the  personality  of  the  man  to  whom  he  is  going  to  sell; 
find  out  what  his  customer's  ambition  is  and,  then,  show 
him  that  the  article  he  has  to  sell  lends  itself  to  a  fuller 
expression  of  that  particular  ambition.  / 

In  doing  this  the  salesman  must  not  submerge  his 
own  personality  by  speaking  of  the  commodity  offered 
as  if  it  were  somtehing  that  he  were  ashamed  of,  or 
by  leaving  the  impression  that  the  work  in  which  he  is 
engaged  is  simply  a  makeshift  until  he  can  get  some- 
thing better. 

Nothing  is  more  debilitating,  both  mentally  and  physi- 
cally, than  the  habit  of  decrying  your  own  work  or  the 
institution  for  which  you  work.  There  should  always 
be  criticism  of  one's  work,  but  it  should  be  constructive 
criticism.  The  men  who  count,  the  men  who  go  to  the 
front,  are  the  fellows  who  tell  how  to  do  things,  and 
are  not  content  with  fault-finding. 


Passenger  and  Freight  Trafhc  49 

There  are  two  types  of  men  in  the  railroad  busi- 
ness that  should  be  banished  from  the  face  of  the  earth. 
One  is  the  man  who,  by  his  conversation,  would  lead 
you  to  believe  that  railroad  management  is  a  maelstrom 
of  business  degeneracy.  The  other  is  the  fellow  who  is 
worked  to  death,  who  is  too  busy  to  do  anything  except 
talk  about  how  busy  he  is.  It  is  these  two  types  who 
will  tell  you  at  a  great  length  what  is  the  matter  with 
business  and  how  it  is  that  they  have  not  been  ad- 
vanced. Being  busy  is  largely  a  state  of  mind  rather 
than  a  condition  of  fact,  in  the  railroad  business.  It 
occurs  when  processes  are  substituted  for  things. 

One  cannot  be  a  successful  salesman  if  he  doesn't 
believe  in  what  he  is  doing,  because  unbelief  is  written 
on  one's  face  in  language  unmistakable.  And  the  first 
word  to  a  prospective  customer  reveals  that  fact.  Con- 
vince yourself  first,  then  you  will  be  able  to  convince 
others.  "To  thine  ownself  be  true,  and  it  must  follow 
as  the  night  the  day,  thou  canst  not  then  be  false  to  any 
man."  To  foist  upon  another  anything  you  do  not  be- 
lieve in,  is  deliberate  dishonesty. 

Herein  lies  the  essential  difference  between  a  sales- 
man and  a  solicitor.  One  is  trying  to  sell  something 
because  he  believes  that  it  is  something  the  customer 
needs  and  should  have ;  the  other  is  asking  the  customer 
to  buy  something  just  because  he  is  put  to  the  necessity 
of  making  a  living.  A  salesman  has  buoyancy,  brilliancy 
and  assurance  born  of  the  conviction  that  he  knows  and 
knows  that  he  knows.  The  solicitor  has  the  hangdog 
expression  of  a  beggar  who  knows  that  he  knows  not. 


50  Passenger  and  Freight  Traffic 

Both  the  term  solicitor  and  the  type  of  man  usually 
designated  by  that  title  should  be  abolished  from  the 
railroad   business. 

The  average  solicitor  does  not  know  enough  about 
the  conditions  surrounding  the  manufacture,  fabrication 
or  distribution  of  the  merchandise  that  is  handled  by 
the  firm  he  solicits.  The  number  of  the  business-getting 
reasons  why  his  road,  in  preference  to  some  other,  should 
be  patronized,   are  pitifully   few. 

As  illustrative  of  this  fact  the  replies  to  questions 
put  to  a  solicitor  of  transportation  are  instructive. 

He  was  asked,  "How  would  you  proceed  to  get  the 
business  of  a  shipper?"  "Well,"  he  said,  "I  would  first 
ask  if  he  had  any  prospective  shipments  going  over  my 
lines."  "Then  what  would  you  do?"  "I  would  argue 
with  him,"  he  replied.  "What  arguments  would  you 
use?"  He  answered,  "I  would  tell  him  that  we  make 
just  as  good  time  and  that  we  would  give  him  passing 
reports."  "Anything  else?"  He  said  that  was  about 
all,  then  added,  "Of  course,  if  he  wouldn't  listen  to  ar- 
gument I  couldn't  do  anything."  Any  road  would  offer 
these  same  inducements.  This  solicitor's  idea  of  the 
way  to  obtain  business  was  to  argue  the  matter. 

And  right  here  it  may  be  well  to  say  that  an  argu- 
ment seldom  gets  anywhere.  Don't  argue,  don't  differ 
on  non-essentials.  Keep  the  thing  that  it  is  desired  to 
accomplish   to   the   front. 

That  recalls  to  memory  the  story  of  the  man  who 
wanted  to  sell  a  spring  wagon.  He  brought  a  customer 
to  see  it  and  the  customer  immediately  said,   "Why,  this 


Passenger  and  Freight  Traffic  51 

wagon  is  ready  for  the  junk  pile."  "Yes,"  he  said,  "but 
I  want  to  tell  you  something  about  the  springs  in  that 
wagon.  Those  springs  were  made  in  Germany."  "How 
much  do  you  want  for  the  wagon?"  "Fifty  dollars." 
"Why,  man,  the  dashboard  is  gone."  "Yes,  but,  you  know 
those  springs  were  made  in  Germany  by  one  of  the  finest 
spring  makers  in  the  world."  "Why,  the  tail  board  is 
gone."  "Yes,  but,  you  know,  those  springs  were  tem- 
pered by  hand."  "Why,  the  tires  are  loose  and  the 
spokes  are  about  to  fall  out."  "Yes,  but,  you  know  those 
springs  are  not  made  any  more.  I  don't  suppose  there 
is  another  pair  like  them  in  the  United  States."  "But 
the  shafts  are  broken  and  the  axles  bent."  "Yes,  but, 
I  want  you  just  to  look  at  those  springs  and  see  how 
they  are  put  together."  Here  the  salesman  got  his  cus- 
tomer's attention  on  the  springs  and  he  kept  it  riveted 
there.     He  sold  the  wagon. 

The  successful  salesman  learns  about  the  man's  busi- 
ness and  through  this  interprets  the  man's  character  and  . 
his  personality.  He  seeks  out  the  main  spring  of  that 
man's  ambition  and  then  he  centers  on  the  spring.  He 
does  not  try  to  straddle  on  half  a  dozen  arguments  or 
allow  non-essentials  to  divert  him.  It  may  not  be  passing 
reports  that  appeal,  it  may  riot  be  time,  but  there  are  a 
hundred  other  things  that  his  road  does  or  has  that 
would  be  of  benefit  to  the  man  in  his  business.  Safety, 
reliability  of  delivery,  the  influence  of  his  road  in  the 
community,  the  amount  of  money  it  spends,  and  so  on, 
and  so  on. 


52  Passenger  and  Freight  Traffic 

Above  all,  a  salesman  should  be  consistently  honest 
with  himself  and  with  others.  No  man  can  succeed  who 
tries  to  be  all  things  to  all  men.  His  fate  is  sure  to  be 
like  that  of  the  chameleon  that  the  darkey  told  about. 
"You  know,"  said  the  old  darkey,  "my  folks  done  got 
one  of  those  chameleons.  We  done  put  him  on  red  and 
he  done  turn  red.  Then  we  put  him  on  green  and  he  done 
turn  green.  Then  we  put  him  on  plaid,  and  do  you 
know  that  fool  chameleon  done  bust  himself  all  to  pieces 
trying  to  make  good." 

It  is  sure  destruction  to  promise  things  that  you 
know  you  can't  make  good  on.  In  other  lines  of  busi- 
ness salesmen  know  how  their  goods  are  manufactured. 
It  is  regrettable  that  this  is  not  so  in  railroading,  but 
it  is  time  it  were  so.  In  other  lines  of  business  sales- 
men use  every  effort  to  learn  the  details  of  their  cus- 
tomer's business.  For  it  is  only  through  these  that  you 
can  learn  the  personality  of  a  man  and  adapt  the  thing 
that  you  have  to  sell  to  the  needs  of  the  man  himself. 


Passenger  and  Freight  Traffic 

PASSING    REPORT    CLERK    AT    GATEWAY 
JUNCTION  POINT. 

First  Period  —  Three  Months. 
BEADING. 

During  this  period  no  special  reading  is  assigned.  It 
is  most  imperative,  however,  that  the  student  become 
thoroughly  familiar  with  the  resources  of  the  territory 
covered  by  the  lines  of  his  own  company. 

The  student  is  put  in  this  particular  position  for 
the  sole  purpose  of  affording  him  an  opportunity  to 
learn  geography,  what  products  are  characteristic  of 
different  parts  of  the  country,  what  commodities  move 
into  and  out  of  the  various  localities,  when  and  how 
these  commodities  move. 

A  traffic  man  must  keep  posted  on  crops  and  financial 
conditions  all  over  the  country.  The  "Monthly  Sum- 
mary of  Commerce  and  Finance  of  the  United  States," 
issued  by  the  Department  of  Commerce  and  Labor,  is 
a  very  valuable  source  of  information  for  this  purpose 
and  the  student  should  acquire  the  habit  of  consulting  it. 

The  crop  reports  compiled  by  your  own  road  should 
be  studied  very  carefully. 

It  is  only  by  keeping  well  informed  on  such  matters 
as  these  that  you  will  be  able  to  anticipate  "commodity" 


54  Passenger  and  Freight  Traffic 

movements,  and  make  proper  provision  for  handling 
them. 

At  the  conclusion  of  this  period,  the  student  will  be 
given  an  examination,  based  upon  the  Official  Railway 
Guide,  covering  railroads  and  steamship  lines,  to  test 
his   knowledge  of   "transportation"   geography. 

It  is  recommended  that  the  student  provide  himself 
with  a  standard  commercial  geography. 


Passenger  and  Freight  Traffic  55 

STUDENT    IN   PASSENGER   TICKET    OFFICE. 

Second  Period  —  Five  Months. 

A. 

1.  Information   Bureau. 

B. 

1.  Ticket  salesman,  local. 

2.  Ticket  salesman,  interline. 

ALLOTMENT    OF    TIME. 

To  subdivision  A,  2  months. 
To  subdivision  B,  3  months. 

SPECIAL     NOTES. 

1.  Neatness  and  courtesy  go  hand-in-hand  with  alert- 
ness and  efficiency.  There  is  no  business  in  which  they 
are  of  such  paramount  importance  as  in  the  passenger 
business  of  a  railroad.  The  man  who  is  engaged  in  this 
work  is  paid  to  be  pleasant;  it  is  as  much  a  part  of  his 
duty  as  to  make  out  a  ticket  correctly.  A  man  is  likely 
to  work,  think  and  act  as  he  dresses. 

2.  Again,  let  me  urge  that,  in  every  case  where  it  is 
possible,  the  making  of  an  inquiry  or  the  purchase  of  a 
ticket  be  made  a  personal  transaction.  Make  the  patron 
feel  that  he  is  dealing  with  a  man,  on  a  man-to-man  basis, 
and  not  with  an  impersonal  corporation. 

3.  Information  is  frequently  asked  for  over  the  tele- 
phone. It  is  over  the  telephone  that  one's  voice  is  most 
likely  to  show  impatience  and  irritation,  and  the  tempta- 
tion is  strong  to  give  curt  answers.  Thoughtless  and 
cantankerous  answers  over  the  telephone  have  cost  the 


56  Passenger  and  Freight  Traffic 

railroad  many  a  friend.  "A  soft  answer  turneth  away 
wrath."  Too  great  pains  cannot  be  taken  to  speak 
pleasantly  and  courteously,  when  talking  over  the  tele- 
phone. 

BEADING. 

Railroad  Traffic  and  Rates.  Johnson  and  Huebner.  Vol. 
II.  (Read  entire  volume  very  carefully,  re-reading 
such  portions  as  are  applicable  as  work  of  period  pro- 
gresses.) 


Passenger  and  Freight  Traffic  57 

STUDENT   SOLICITOR  IN  LARGE   CITY. 

TWird  Period  —  Four  Months. 
A. 

Acting  as  Assistant  to  Chief  Clerk  in  the  office  of 
District  Freight  Agent. 

1.  Office  methods. 

2.  Districting  of   territory. 

3.  Methods  of  keeping  check  on  business  of  shippers. 

4.  Handling  correspondence  concerning  "tips"  on 
prospective  business. 

5.  Relations  with   representatives  of  other  lines. 

B. 

Collecting  data  from  shippers  requested  by  the 
Traffic  department. 

c. 
Solicitor  in  a  regularly  assigned  district. 

ALLOTMENT    OF    TIME. 

Subdivision  A,  1  month. 
Subdivision  B,  1  month. 
Subdivision  C,  2  months. 

SPECIAL     NOTES. 

Pride  and  confidence  in  the  thing  one  sells  is  a  sure 
road  to  success.  It  is  a  fundamental  error  to  overlook 
small  details.  Courtesy,  personal  appearance,  accuracy 
of  statement,  pleasantness  of  address,  and,  above  all, 
sincerity,  are  the  things  that  make  for  good  salesman- 
ship. 


58  Passenger  and  Freight  Traffic 

A  thorough-going  knowledge  of  the  business  in  all  its 
details  lends  a  facility  in  the  selling  of  transportation 
that  can  be  gained  in  no  other  way.  It  is  important  that 
one  should  know  about  his  competitors  and  their  activi- 
ties, but  it  is  more  important  that  he  should  avoid  dis- 
paragement of  his  competitors.  To  belittle,  ridicule,  or 
underestimate  a  competitor  is  folly,  and  only  tends  to 
weaken  one's  own  position. 

The  student  should  re-read  at  this  time  the  foreword 
to  the  special  course  in  Traffic. 

BEADING. 

Railway  Transportation.     Raper. 

Railroad  Traffic  and  Rates.  Johnson  and  Huebner.  Vol. 
II.  (Read  entire  volume  very  carefully,  re-reading 
such  portions  as  are  applicable  as  work  of  period  pro- 
gresses.) 


Passenger  and  Freight  Traffic  59 

STUDENT    DISTRICT    FREIGHT    AND    PASSENGER 
AGENT. 

Fourth  Period  —  Six  Months. 

A. 

General  office  work  and  records. 

Special  attention  should  be  given  to  the  handling  of 
correspondence.  The  writing  of  letters  should  be  given 
diligent  study.  Directness,  brevity,  courtesy,  and  clear- 
ness are  the  essentials  of  good  letter  writing. 


Assistant   Freight  and  Passenger  Agent. 

The  work  of  this  subdivision  is  not  enumerated,  but 
should  be  done  under  the  direction  of  the  District  Freight 
and  Passenger  Agent ;  and  should  be  of  such  a  character 
as  usually  devolves  upon  an  Assistant  Freight  and  Pas- 
senger Agent. 

SPECIAL     NOTES. 

1.  Remember  always  that  you  are  a  public  servant. 
The  public  will  not  be  charitable  toward  your  short- 
comings, and  it  will  many  times  happen  that  on  a  single 
act  of  yours  the  entire  management  of  the  road  will  be 
either  praised  or  condemned.  Earn  and  keep  the  good 
will  of  the  public  by  the  efficiency  of  the  service  rendered. 

2.  The  men  under  your  supervision  as  well  as  patrons 
will  have  all  sorts  of  grievances,  real  and  imaginary,  and 
it  makes  no  difference  how  thorough  a  knowledge  you 
may  have  of  traffic  matters,  unless  you  are  diplomatic  and 
are  able  to  maintain  pleasant  relations   with   the  Com- 


60  Passenger  and  Freight  Traffic 

pany's  patrons,  and  make  the  men  under  you  feel  that 
they  will  be  treated  with  absolute  fairness  and  impar- 
tiality, you  are  a  failure. 

3.  After  the  completion  of  this  period,  the  student 
will  be  placed  wherever  it  may  appear  necessary,  in  the 
judgment  of  the  management,  to  give  him  further  in- 
struction in  order  to  prepare  him  for  promotion  to  a 
permanent  position. 

BEADING. 

Rate  Making  in  Practice.     W.  Z.  Ripley. 

Railroad  Freight  Rates.     McPherson. 

Railway  Freight  Rate  Making.  Dunn.  Railway  Age 
Gazette,  August  6,  1909;  Vol.  47,  Page  226. 

How  the  States  Make  Interstate  Rates.  R.  Mather.  An- 
nals of  American  Academy  of  Political  and  Social 
Science,  July,  1908;  Vol.  32,  Page  102. 

American  Railway  Transportation.  E.  R.  Johnson. 
Chapters  10,  19  and  20. 

Elements  of  Transportation.     E.  R.  Johnson. 


Accounting 


FOREWORD. 

Accounting  should  never  be  an  end  in  itself.  Its 
proper  and  most  efficient  sphere  is  as  a  means  to  an 
end.  It  should  be  an  integral  and  working  unit  in  the 
machinery  for  producing  transportation.  There  has 
grown  up  a  feeling  that  in  Auditors,  as  they  are  mis- 
called, inheres  a  greater  degree  of  honesty  than  in  other 
employes.  The  result  has  been  that  there  has  developed 
a  defensive  attitude  on  the  part  of  that  great  body  of 
men  outside  of  the  Accounting  department.  The  author 
feels  that  this  fact  should  be  constantly  kept  in  mind 
by  the  student  in  railroad  accounting,  for  it  is  evident 
that  the  effectiveness  of  an  accounting  department  as 
an  aid  to  conducting  the  business  of  transportation  will 
always  be  in  inverse  ratio  to  the  extent  to  which  this 
attitude  exists. 

The  chief  and  most  important  function  of  account- 
ing is  a  historical  one — the  recording  of  operations  and 
transactions.  The  principal  value  of  such  data  is  as 
an  aid  to  constructive  criticism.  You  will  note  that  the 
word  "aid"  is  used.  In  and  of  themselves,  accounting 
data,  apart  from  immediate  supervision,  are  useless. 
Supervision,  in  order  to  be  effective,  must  be  at  close 


62  Accounting 


range.  So  accounting  should  never  be  remote,  but  should 
go  pari  passu  with  the  actual  work  that  is  being  done. 
Otherwise  the  statistics  are  stale.  Stale  statistics  are 
about  as  trustworthy  for  a  railroad  man  as  a  block  sig- 
nal that  gives  a  false  indication. 


Accounting  63 


STUDENT  WITH  AUDITOR  OF  FREIGHT  ACCOUNTS. 

First  Period  —  Three  Months. 
A. 

1.  Abstract  Bureau;  agents'  accounts. 

2.  Hollerith  Machine  Bureau. 

3.  Revising  Bureau. 

4.  Interline  Accounts  Bureau. 

B. 

1.  Statistical  Bureau. 

ALLOTMENT    OF    TIME. 

To  subdivision  A,  2  months. 
To  subdivision  B,  1  month. 

BEADING. 

The  Railway  Auditor.     H.  C.  Whitehead. 
Accounting  of  Merchandise  Freight  Receipts.    J.  Justice. 
Modern  Accounting.     H.  R.  Hatfield. 
Accounting  and  Auditing.     W.  M.  Cole. 


64  Accounting 


STUDENT    WITH    AUDITOR    OF    PASSENGER    ACCOUNTS. 
Second  Period — Three  Months. 

1.  Local  Bureau. 

2.  Conductors'  Bureau. 

3.  Statistical  Bureau. 

4.  Miscellaneous  Bureau. 

5.  Home  Interline  Bureau. 

6.  Foreign  Interline  Bureau. 

BEADING. 

The    Working   of    The    Railroads.      L.    G.    McPherson, 

Chapter  4. 
American    Methods   of    Railway   Accounting.      Reprint 

from  the  Journal  of  the  Royal  Historical  Society,  Vol. 

71,  part  4,  Dec.  31,   1908,  by  S.  Chapman. 


Accounting  65 


STUDENT    IN    DIVISION    ACCOUNTS    BUREAU    AT 

DIVISION    HEADQUARTERS. 

(Passing  through  the  Several  Sub-bureaus.) 

Third  Period  —  Six  Months. 

1.  Classification  of  accounts  as  prescribed  by  the 
Interstate  Commerce  Commission.  , 

2.  Accounting  Department,  Harriman  Lines,  Circular 
Xo.  25. 

3.  Labor  and  materials  distributions. 

4.  Preparation  of  department  invoices,  department 
bills,  bills  collectible,  and  vouchers. 

5.  Abstract  of  debits  and  credits  to  operating  ex- 
penses, including  preparation  of  Form  4904,  Division 
Report  to  Accounting  Department  of  Operating  Ex- 
penses. 

6.  Register  of  debits  and  credits  to  Operating  Ex- 
penses and  other  accounts.  Including  preparation  of 
Monthly  Account  Current  and  statements  to  accompany 
same. 

SPECIAL     NOTE. 

The  Division  Accounts  Bureau  represents,  as  far  as 
such  accounts  are  concerned  as  originate  under  the  juris- 
diction of  the  division  superintendent,  the  Accounting 
department  in  miniature.  It  is  an  effort  to  decentralize 
accounting  to  the  end  that  the  superintendent  may  have 
immediate  access  to  all  figures  affecting  the  operation  of 
his  division.  The  work  is  still  experimental,  and  for 
this  reason  the  student  is  urged  to  give  it  special  atten- 
tion. 


66  Accounting 


BEADING. 

Interstate  Commerce  Commission,  Classification  of  Op- 
erating Revenues. 
A  Treatise  on  the  Law  of  Carriers.     D.  C.  Moore. 


Accounting  67 


STUDENT    WITH    AUDITOR    OF    DISBURSEMENTS. 

Fourth  Period  —  Three  Months. 

A. 

1.  Voucher  Bureau: 

(a)  Examining  vouchers  as  to  distribution  to 
accounts. 

(b)  Registration  of  vouchers   and  department 
bills. 

2.  Motive  Power  Bureau : 

(a)  Distribution  of  cost  of  locomotive  repairs. 

(b)  Distribution  of  cost  of  fuel  for  locomotives. 

(c)  Examination    of    preparation    of    statistics 
of  freight  and  passenger  trains. 

B. 

1.  Appropriation  Bureau: 

Preparation  of  records  and  exhibits  in  connec- 
tion with  charges  to  Additions  and  Better- 
ments and  Construction  Accounts. 

2.  Statistical  and  Special  Accounts  Bureau: 

(a)  Preparation  of  statistical  exhibits. 

(b)  Checking  balances  with  Division  Account- 
ing Bureaus. 

ALLOTMENT    OP    TIME. 

To  subdivision  A,  6  weeks. 
To  subdivision  B,  6  weeks. 

BEADING. 

Current  Reports   and   Rulings   of   Interstate   Commerce 
Commission  affecting  accounting. 


68  Accounting 


STUDENT   WITH   AUDITOR   OF   EQUIPMENT   ACCOUNTS, 

MISCELLANEOUS    ACCOUNTS    AND    GENERAL 

REVIEW    OF    STATISTICAL    WORK. 

Fifth  Period  —  Three  Months. 

A. 

1.  Auditor  Equipment  Accounts: 

(a)  Motive  Power  Bureau. 

(b)  Tonnage  Bureau. 

(c)  Statistical   Bureau. 

(d)  Per  Diem  Bureau. 

B. 

1.  Auditor  Miscellaneous  Accounts: 

(a)  Station  accounts. 

(b)  General  accounts. 

(c)  Dining  car  accounts. 

(d)  Miscellaneous. 

ALLOTMENT    OF    TIME. 

To  subdivision  A,  6  weeks. 
To  subdivision  B,  6  weeks. 

SPECIAL    NOTE. 

After  the  completion  of  this  period  the  student  will 
be  placed  wherever  it  may  appear  necessary,  in  the  judg- 
ment of  the  management,  to  give  him  further  instruction 
in  order  to  prepare  him  for  promotion  to  a  permanent 
position. 

BEADING. 

A  general  review  of  the  reading  for  periods  one  and  two. 


General  Information 


INSTRUCTIONS    TO    STUDENTS. 

1.  The  work  of  the  several  periods  must  be  pursued 
in  the  order  outlined,  unless  special  permission  has  been 
obtained  to  deviate  therefrom. 

2.  Students  will  provide  themselves  with  books  re- 
ferred to  under  the  head  "Reading"  for  each  period  as 
rapidly  as  needed. 

3.  Each  student  must  be  a  regular  subscriber  to  at 
least  one  railroad  publication  of  recognized  merit,  and 
certify  to  such  fact  in  his  first  monthly  report. 

4.  Students  will  report  in  writing  on  the  first  day  of 
each  month  to  the  officer  in  charge  of  students. 

This  report  must  be  a  full  and  comprehensive  review 
and  criticism  of  work  and  reading  done  during  the  pre- 
ceding month. 

Students  should  not  hesitate  to  criticise  adversely, 
commend,  or  suggest  improvements.  It  should  be  remem- 
bered, however,  that  destructive  criticism  without  the 
recommendation  of  something  better,  is  nothing  more 
than  fault-finding,  and,  as  such,  accrues  not  to  the  benefit 
of  the  writer. 

5.  All  correspondence  should  be  addressed  to  the 
officer  in  charge  of  students. 


70  General  Information 


6.  Students  will  give  notice  to  the  officer  in  charge 
of  students  and  to  the  head  of  the  department  in  which 
employed,  one  month  before  the  completion  of  any  period, 
of  the  date  such  period  will  be  completed. 

7.  Students  will  be  graded  on  the  basis  of  their 
monthly  reports  and  reports  of  them  given  by  their 
superior  officers.  In  passing  on  reports,  grammar,  phras- 
ing and  general  literary  structure  will  be  taken  into 
consideration. 

8.  Students  will  be  subject  at  all  times  to  the  rules 
governing  the  particular  work  at  which  they  are  em- 
ployed, and  shall  report  to  and  be  subject  to  the  dis- 
cipline of  the  officer  in  charge  of  any  given  department 
with  which  the  student  may  be  connected,  in  the  same 
manner   as   other   employes   connected   therewith. 

9.  Students  shall  be  on  duty  during  the  entire  work- 
ing time  of  the  month.  All  reading  must  be  done  out- 
side of  working  hours. 

10.  Whenever  lectures  are  being  given  by  the  official 
examiner  of  employes  in  train  service,  all  students  in 
the  locality  where  such  lectures  are  in  progress  must  be 
in  attendance,  reporting  such  fact  to  the  officer  in  charge 
of  students. 

INSTRUCTIONS    TO    OFFICERS. 

1.  Officers  under  whom  students  may  be  assigned  for 
service  will  see  to  it  that  students  are  given  opportunity 
to  pursue  the  work  outlined  in  the  manner  and  order  in- 
dicated, unless  special  permission  has  been  secured  by 
a  student  to  do  otherwise. 


General  Information  71 


2.  All  rules  governing  employes  engaged  in  work  of 
the  same  kind  must  be  enforced  as  to  students.  Any  in- 
fraction of  the  regulations  in  which  the  discipline  would 
result  in  the  dismissal  of  the  party  involved  shall  not  be 
deviated  from  in  case  of  a  student. 

3.  In  the  event  of  the  dismissal  of  a  student  from  the 
service,  the  proper  ranking  officer  will  notify  the  officer 
in  charge  of  students,  giving  date  of  dismissal  and 
reasons  therefor. 

4.  Officers  having  proper  authority  will  issue  to 
students  assigned  under  them  passes  good  on  their  re- 
spective divisions,  whenever  the  duties  of  the  student 
are  such  as  require  such  transportation. 

5.  Upon  the  completion  of  a  period  by  a  student,  the 
head  of  the  department,  or  the  superintendent  of  the 
division,  under  whom  this  period  was  taken,  will  render 
to  the  officer  in  charge  of  students  a  confidential  report, 
giving  his  personal  estimate  of  the  student  as  to  whether 
or  not,  in  his  opinion,  he  is  a  man  who  will  develop  into 
an  efficient  railroad  official.  This  estimate  should  be 
based  on  personal  observation ;  when  this  is  not  pos- 
sible, upon  reports  from  subordinate  officers. 

6.  Officers  will  grade  students  in  accordance  with  the 
scheme  indicated  under  head  of  " System  of  Grading/' 
transmitting  such  grade  with  report  required  under  in- 
struction No.  5. 

7.  Officers  must  consider  students,  while  under  their 
jurisdiction,  in  all  respects,  as  a  part  of  their  own  staff 
of  employes;  and  will  be  held  responsible  for  the  proper 
carrying  out  of  the  provisions  of  this  course. 


72 


General  Information 


WAGE    SCHEDULE. 

Students  will  be  paid  in  accordance  with  the  follow- 
ing schedule : 

GENERAL  COURSE  —  24  MONTHS. 

1st  Period,     $75  per  month. 


2d 

75 

3d 

80 

4th 

80 

5th 

80 

6th 

85 

7th 

85 

ON 

AND     MAINTENANCE  —  18 

1st 

Period, 

$90 

per 

month. 

2d 

90 

3d 

95 

4th 

95 

5th 

95 

6th 

100 

TRAFFIC 

—  18 

MONTHS. 

1st 

Period, 

$90 

per 

month. 

2d 

" 

90 

" 

tt 

3d 

tt 

95 

a 

a 

4th 

a 

100 

a 

a 

ACCOUNTING  —  18    MONTHS. 

1st 

Period, 

$90 

per 

month. 

2d 

a 

90 

" 

tt 

3d 

a 

95 

tt 

a 

4th 

tt 

97 

a 

a 

5th 

it 

100 

u 

a 

The  salary  of  the  student  will  be  at  the  rate  as  here 
set  forth,  for  the  period  in  which  he  is  actually  engaged, 


General  Information  73 


regardless  of  the  order  in  which  the  course  may  be  pur- 
sued. 

EXPENSE    ACCOUNT. 

Personal  expense  accounts  will  be  allowed  where  the 
duties  of  the  student  are  such  as  ordinarily  carry  an  ex- 
pense account. 

Such  expense  accounts  must  be  approved  by  the  head 
of  the  department  in  which  the  student  is  employed,  and 
handled  in  the  same  manner  as  provided  for  the  student 
payroll. 

PAYROLL. 

Students  will  be  carried,  as  "Students,"  on  the  regular 
payrolls  of  the  head  of  the  department  in  which  em- 
ployed, and  on  the  payroll  provided  for  employes  engaged 
in  the  same  kind  of  service.  The  rate  of  pay  is  to  be 
as  provided  under  the  head  "Wage  Schedule." 

RELIEF  FROM   STUDENT   SALARY  AND  EXPENSE 
ACCOUNT   CHARGE. 

The  salary  of  students  and  their  expense  account 
allowance  will  not  be  charged  to  the  particular  depart- 
ment in  which  they  may  be  employed.  The  head  of  the 
department  will  obtain  relief  from  such  charges  by 
charging  the  same  off  to  "Other  Expenses,"  a  subdivision 
of  the  account  known  as  "General  Expenses,"  as  pro- 
vided for  by  the  classification  of  the  Interstate  Commerce 
Commission;  or  in  such  other  manner  as  may  be  specif- 
ically instructed  by  the  head  of  the  Accounting  depart- 
ment. 


74  General  Information 


APPOINTMENTS. 

Any  single  man  between  the  ages  of  21  and  30  years 
who  is  an  employe  of  this  Company  is  eligible  to  appoint- 
ment to  a  studentship. 

In  the  making  of  appointments,  personal  address, 
temperament,  habits,  length  of  service,  and  education  will 
be  considered. 

It  should  be  understood,  however,  that  the  appoint- 
ment to  a  studentship  does  not  carry  with  it  a  promise 
or  an  obligation  on  the  part  of  the  Company  that  the  ap- 
pointee will  receive  an  official  position  upon  the  com- 
pletion of  the  course.  A  student  who  has  been  graduated 
from  the  student  class  will  be  given  preference  in  the 
filling  of  a  vacancy,  provided  he  is  temperamentally  fitted 
to  meet  the  peculiar  conditions  of  the  position. 

APPLICATIONS. 

Applicants  must  state  age,  postoffice  address,  whether 
married  or  single,  address  of  parents,  present  occupation, 
educational  qualifications,  date  graduated  from  institu- 
tions of  learning,  and  degrees,  if  any;  detailed  account 
of  railroad  experience;  and  give  at  least  three,  but  not 
more  than  five,  references  to  persons  not  in  the  employ 
of  the  Company  who  are  in  a  position  to  give  testimony 
as  to  ability  and  moral  character. 

Applicants  should  obtain  the  endorsement  of  their 
superior  officers. 

Applications  should  be  addressed  to  the  officer  in 
charge  of  students. 


General  Information  75 


CREDIT   ON   COURSE    OF   STUDY   FOR   EXPERIENCE. 

Appointees  who  have  had  experience  in  railroading  or 
technical  training  which,  in  the  opinion  of  their  superior 
officers,  covers  the  work  outlined  for  any  one  or  more 
of  the  periods  of  this  course  of  study,  will  be  allowed 
credit  on  account  of  such  experience  and  the  course 
shortened  accordingly. 

SYSTEM   OF   GRADING   STUDENTS. 

Students  will  be  graded  as  follows : 

Grade  1 — Between  95%  and  100%.    Very  rare  and 

exceptional  ability. 
Grade  2 — Between  85%  and  95%.     Work,  reports, 
application  to  duty,  ability  to  learn  and 
general  effectiveness,  very  satisfactory. 
Grade  3 — Between  75%  and  85%.    Work,  reports, 
application  to  duty,  ability  to  learn  and 
general  effectiveness,  good,  but  could 
be   improved   without  requiring  "very 
rare  and  exceptional  ability/' 
Grade  4 — 75%    and  under. 
A  student  receiving  an  average  grade  of  4  for  any 
period  will  be  dropped  from  the  student  roll. 

The  numbers  1,  2,  3  and  4  only  will  be  shown  in 
markings  by  officials  making  reports. 


76  General  Information 


RELATIONS   OF  THE  RAILROAD  TO  THE  PEOPLE. 

There  is  a  branch  of  railroading  that  must  be  made 
a  part  of  every  railroad  man's  working  equipment.  It 
must  be  and  always  will  be  an  important  part  in  the 
management  of  any  department  of  a  railroad.  It  is  that 
function  of  railroading  that  has  to  do  with  a  railroad's 
public  relations.  The  head  of  any  department  who  fails 
to  give  special  emphasis  to  this  phase  of  his  work  will 
sooner  or  later  find  himself  a  storm-center  of  discontent 
and  public  disapprobation. 

The  fact  is  that  a  railroad  is  a  public  service  in- 
stitution, and  a  railroad  officer  is  a  public  servant.  That 
there  can  be  such  a  thing  as  a  privately  vested  interest 
which  can  be  held  inviolable  as  against  the  public  weal 
is  a  notion  that  modern  society  has  cast  into  the  discard 
of  untenable  theories. 

It  is  evident  that  an  institution  which  derives  its 
being  entirely  from  the  people  should  be  entirely  answer- 
able to  the  people.  This  is  as  it  should  be.  A  railroad, 
however,  while  it  derives  its  right  and  license  to  do  busi- 
ness from  the  people,  owes  the  source  of  its  existence 
to  private  parties.  It  thus  stands  in  a  dual  relation, 
responsible  to  private  owners  on  the  one  hand  and  to 
the  public  on  the  other.  In  short,  a  railroad  is  nothing 
more  than  a  concession  turned  over  by  the  people  to 
private  parties  to  be  operated  for  private  gain.  What 
is  true  of  a  railroad  in  this  respect  is  equally  true  of  any 
corporation  of  monopolistic  character. 

"It  is  often  said  that  the  reason  why  it  is  right  and 
expedient  for  the  public  to  regulate  railroads  is  that  they 


General  Information  77 


are  quasi-public  corporations ;  that  they  exercise  the 
power  of  eminent  domain,  and  render  a  public  service. 
But  this  explanation  is  purely  juridical.  It  merely  tells 
why  the  government  legally  can  regulate  railroads — 
not  why  it  should  and  does.  That  it  can  do  so  is  no 
reason  at  all  why  it  should  do  so.  The  only  sound 
reason  why  it  should  do  so  is  that  public  welfare  re- 
quires it;  and  the  public  welfare  requires  it,  not  because 
the  railway  exercises  power  of  eminent  domain,  not  be- 
cause it  is  engaged  in  a  public  service,  but  because  it  is 
monopolistic  in  its  nature  and  has  a  relation  to  industry 
and  commerce  that  enables  it,  if  improperly  managed,  to 
do   measureless   evil."  * 

Such  being  the  case,  regulation  is  an  inevitable  part 
of  corporate  existence,  and,  as  the  people  cannot  grant 
to  private  individuals  the  right  to  do  anything  that  would 
be  contrary  to  public  policy  (a  fact  which  it  does  not 
seem  necessary  to  prove  here),  it  is  plain  that  the  grant- 
ing of  a  public  concession  carries  with  it  the  obligation 
to  regulate  such  concession  to  the  end  that  its  activities, 
or  lack  of  activities,  shall  not  be  in  conflict  with  the  pub- 
lic good.  But,  as  already  indicated,  the  right  to  do  a 
thing  does  not  by  any  means  carry  with  it  the  necessity 
to  exercise  that  right  unrestrainedly.  To  exercise  a 
power  just  because  one  has  it,  may  not  at  all  times  be 
good  public  policy.  The  government  has  the  power  of 
taxation,  which  may  be  used  without  limitation,  but  so 
to  use  it  certainly  would  be  an  injudicious  exercise  of 
a  sovereign  power. 

*  The    American    Transportation    Question,    by    S.    O.    Dunn. 


78  General  Information 


Law  is  an  insurance  against  trespass,  and  it  is  neces- 
sary to  invoke  it  only  when  trespass  is  committed.  Our 
laws,  of  the  present  day,  have  grown  into  the  assumption 
that  we  are  free  moral  agents.  But  we  are  free  only 
within  the  limits  we  ourselves  have  defined  by  law.  It 
is  assumed  by  the  constitution  that  we  have  the  inalien- 
able right  to  life,  liberty  and  the  pursuit  of  happiness — 
an  assumption  that  is  only  relatively  true.  Freedom,  in 
its  broadest  interpretation,  is  the  right  to  do  anything 
one  may  be  able  to  do  so  long  as  what  one  does  does 
not  limit  the  right  and  ability  of  another  to  do.  The 
economic  phrasing,  and  latterly,  the  legal  phrasing  of 
this  same  statement  is  "The  greatest  good  to  the  greatest 
number/' 

It  is  to  accomplish  this  end  that  laws  are  enacted; 
that  commissions  are  created,  and  the  popular  conception 
of  their  purpose  is  that  they  are  restrictive.  With  this 
statement  of  the  purpose  of  laws  and  regulating  bodies, 
we  are  more  than  likely  to  be  content,  a  fact  that  is  ex- 
tremely unfortunate,  for  it  is  only  a  half  truth.  The 
purpose  is  restrictive,  but  it  is  only  so  for  the  broader 
and  bigger  purpose  of  preserving  and  guaranteeing  a 
larger  degree  of  freedom  to  the  individual. 

Therefore,  it  must  be  apparent  that  the  most  useful 
function  of  a  regulative  body  is  to  preserve  to  institutions 
and  individuals,  which  it  may  be  created  to  regulate,  the 
greatest  measure  of  self-government  consistent  with  the 
public  welfare. 

This  leads  to  a  consideration  of  the  limitations  of 
regulation  by  the  various  commissions  which  have  been 


General  Information  79 


established  for  this  purpose.  That  is,  how  extensively 
should  they  exercise  those  powers  conferred  on  them  by 
statutory  provisions?  But  this  question  cannot  be  con- 
sidered adequately,  apart  from  the  economic  question  of 
the  relative  desirability  of  monopoly  or  competition,  for, 
in  the  regulation  of  industrial  institutions,  the  method  and 
extent  to  which  regulation  is  applied  will  depend  upon 
the  extent  to  which  monopoly,  or  competition,  is  en- 
couraged or  discouraged. 

The  final  end  of  absolute  monopoly  is  single  control 
and  the  entire  elimination  of  comeptition.  This  is  a 
statement  that  is  self-evident.  It  is  also  self-evident  that 
the  only  condition  under  which  an  absolute  monopoly 
could  exist  would  be  government  ownership.  The  in- 
evitable tendency  of  monopoly  is  toward  government 
ownership,  public  management — the  goal  of  ultra  social- 
ists. 

The  final  end  of  unrestricted  competition  is  un- 
restrained individualism,  where  each  would  go  his  own 
sweet  way,  where  co-operative  endeavor  would  have  no 
sanction  of  the  law ;  in  fact,  where  each  would  be  a 
law  unto  himself — the  goal  of  the  anarchist. 

Neither  of  these  states  appears  desirable,  at  least,  not 
to  the  great  mass  of  the  people  of  this  country.  The  final 
end  of  either  monopoly  unrestrained,  or  competition  un- 
restrained, is  undesirable.  But  as  the  business  of  the 
country  must  be  carried  on,  and,  inasmuch  as  there 
remains  no  third  alternative,  it  therefore  follows  that 
the  ends  of  both  monopoly  and  competition  are  desirable 
to  a  limited  degree.    So  do  we  find  ourselves  at  last  com- 


80  General  Information 


pelled  to  agree,  with  Aristotle,  that  virtue  is  a  mean 
between  two  undesirable  extremes. 

It  is  also  clear  that  the  point  at  which  either  monopoly, 
or  competition,  should  be  restrained,  or  regulated,  is  at 
that  point  where  it  commences  to  impinge  upon  the  well- 
being  of  the  people  or  jeopardize  the  principle  of  "the 
greatest  good  to  the  greatest  number."  But  as  monopoly 
and  competition  are  counter-irritants,  as  it  were,  they 
may  be  used  effectually  to  check  each  other.  Thus  do 
we  find  ready  to  hand  a  natural  economic  power  that 
may  be  invoked  for  the  purposes  of  regulation. 

It  is  a  trite  saying  that  that  people  is  governed  best 
which  is  governed  least.  It  is  a  saying  deeply  rooted  in 
the  fundamental  laws  of  society  and  economics.  The 
whole  intent  and  purpose  of  law  is  not  to  maintain  a 
fixed  status  but  to  preserve  a  relation.  What  is  true  of 
the  law  is  true  of  commissions,  whose  duties  should  be 
not  so  much  the  enforcement  of  specific  laws  as  the 
preservation  of  proper  relations  between  corporations  and 
the  people. 

It  is  a  mistaken  notion  that  the  enactment  into  statute 
of  laws  having  to  do  with  details  of  management  in- 
crease beneficially  the  powers  of  a  commission.  The 
truth  is  that  whenever  a  law  is  enacted,  or  a  rule  is 
promulgated  by  a  commission,  affecting  a  detail  of  man- 
agement, inelasticity  is  produced,  because  it  affects  one 
side  of  a  relation  only. 

Indeed,  the  functions  of  a  commission  should  never  be 
managerial,  but  should  be  judicial  and  corrective.  A  com- 
mission should  only  interpose  for  the  purpose  of  preserv- 


General  Information  81 


ing  the  rights  of  the  people,  and  should  not  interpose 
until  it  is  demonstrated  that  the  rights  of  the  people 
have  been  infringed  upon,  or  that  they  are  in  jeopardy. 
It  is  axiomatic  that  it  cannot  be  assumed  that  the  law 
will  be  transgressed.  To  promulgate  rules  governing  the 
details  of  a  business,  is  the  exercise  of  a  judgment  that 
presupposes  that  thereby  the  rights  of  the  people  will 
be  better  conserved,  when  such  an  assumption  can  have 
no  basis  in  fact. 

The  effort  on  the  part  of  regulative  bodies  to  circum- 
scribe and  clutter  their  work  by  effecting  the  passage  of 
laws  that  increase  their  power  to  participate  in  manage- 
ment instead  of  sticking  to  the  broad  principles  of  law 
and  of  economics  has  been  altogether  too  pronounced. 
If  a  public  utility  commission  has  one  excuse  for  exist- 
ence that  tops  all  others,  it  is  to  stimulate  efficiency  on 
the  part  of  public  service  institutions.  Efficiency,  how- 
ever, cannot  be  produced  by  simple  mandates.  Nothing 
is  more  destructive  of  efficiency  than  the  feeling  that 
original  work  is  useless  because  it  may  not  meet  with  the 
approval  of  the  commissioners.  Managers  are  afraid  to 
undertake  new  things  for  the  sake  of  outstripping  a  rival 
for  fear  it  may  be  made  a  fixed  practice  by  the  Com- 
mission. These  are  practical  results  that  follow  from 
commissions  concerning  themselves  with  managerial  mat- 
ters. I  can  see  no  reason  why  the  principle  that  obtains 
as  to  the  administration  of  the  law  governing  the  con- 
duct of  persons  in  private  life  should  not  control  the 
regulation  of  corporations  by  commissions.  The  law 
says   in   effect  that   we   must  not   expose   ourselves   in- 


82  General  Information 


decently,  but  if  the  police  in  the  enforcement  of  this 
law  attempted  to  dictate  the  cut  of  coat  or  the  style  of 
tie  that  should  be  worn  and  if  they  had  the  power  to 
enforce  their  mandates,  would  soon  banish  initiative  and 
cast  a  gloom  over  the  youth  of  the  land. 

Commissions,  by  busying  themselves  with  the  details 
of  management,  are  losing  sight  of  the  greater  ends  to 
be  attained  for  the  people,  and  are  permitting  to  lie 
idle  those  two  great  economic  instruments  for  the  pro- 
duction of  efficiency — Monopoly  and  Competition. 

Public  regulation  of  private  property,  I  believe,  will 
succeed  if  such  regulation  is  so  conducted  that  the  great- 
est amount  of  freedom,  consistent  with  a  preservation 
oi  the  interest  of  the  public,  is  allowed.  But  where  com- 
missions attempt  to  regulate,  in  detail,  as  to  matters 
which  are  primarily  managerial,  and  which  may,  or  may 
not,  affect  the  public  weal  adversely,  it  is  tantamount  to 
public  management  of  private  property.  This  leads  to 
just  one  thing — public  ownership.  Furthermore,  it  tends 
to  divide  responsibility,  and  begets  struggle  between  the 
officers  of  the  public  on  the  one  hand  and  the  officers  of 
private  property  on  the  other — a  condition  that  is  incon- 
sistent with  efficiency. 

The  people  best  fitted  to  run  a  railroad  are  those  who 
have  had  experience  in  railroad  matters.  It  is  perfectly 
natural  that  railroad  men  should  feel  resentful  toward 
commissioners  who  interject  themselves  into  the  manage- 
ment of  railroad  affairs.  It  is  not  sound  business  for 
men  to  attempt  to  dictate  as  to  details  of  management, 
when    by   virtue    of    the    very    method    of    their    selec- 


General  Information  83 


tion,  they  are  precluded  from  the  possibility  of  know- 
ing the  ultimate  effect  their  orders  may  have  upon  the 
success  or  failure  of  the  institution  they  are  attempting 
to  control.  Under  the  present  scheme  for  the  organiza- 
tion of  our  commissions  they  have  the  power  to  exercise 
authority  without  concomitant  responsibility.  Under  the 
present  plan,  the  details  of  management  are,  in  a  great 
many  instances,  covered  by  specific  laws,  thus  precluding 
the  use  on  the  part  of  the  commission  of  that  great  prin- 
ciple of  regulation — the  maintenance  of  a  balance  between 
monopoly  and  competition. 

In  conclusion,  I  should  say  that  the  limits  of  the 
regulative  power  of  a  commission  should  be  to  protect 
the  public  against  the  infringement  of  their  rights;  ex- 
tortions and  the  like;  that  they  should  be  governed  by 
the  larger  and  broader  principles  of  law  rather  than  by 
statutes  governing  details.  It  should  be  assumed  that 
corporations  will  act  consistently  with  the  law  and  to  the 
advantage  of  the  public  weal  until  the  contrary  has  been 
shown  to  be  the  case.  All  matters  of  management  should 
be  left  entirely  in  the  hands  of  those  best  qualified  to 
perform  that  work — namely,  the  men  who  are  the  officers 
of  the  corporation. 

Numerous  abuses  still  exist  in  railroad  affairs,  but 
never  before  in  the  history  of  this  country  has  railroad 
service  merited  so  much  public  approval  as  now.  The 
low  rates  of  transportation  in  this  country  today  can  by 
no  means  be  credited  to  the  operation  of  railroad  com- 
missions, but  entirely  to  the  law  of  competition. 


84  General  Information 


It  must  be  remembered,  as  Judge  Prouty  has  pointed 
out,  that  while  we  can  legislate  as  to  methods  in  which 
a  railroad  must  conduct  its  business  we  cannot,  by  that 
same  process,  force  capital  into  railroad  investment.  It 
is  only  by  allowing  these  institutions  to  work  out  their 
own  salvation  to  their  own  advantage, .provided  only  that 
they  shall  not  infringe  upon  the  rights  of  the  people, 
allowing  them  the  rewards  of  their  service  and  their 
efforts,  that  we  shall  be  able  to  increase  the  transporta- 
tion facilities  of  this  country. 

After  all,  it  is  doubtless  true  that  regulation  is  here 
to  stay.  What  has  been  said  before  on  this  subject  has 
been  with  the  intention  of  defining,  if  possible,  the  limits 
of  monopoly,  of  competition,  and  what  should  be  the 
proper  sphere  of  activity  for  a  regulative  body.  There 
still  remains  to  be  considered  the  question  of  what  is 
the  proper  and  most  judicious  attitude  for  the  railroad 
official  to  assume  toward  the  several  regulative  bodies 
representing  the  federal,  state  and  municipal  authorities. 

This  much,  at  least,  may  be  said :  the  defensive,  hos- 
tile attitude  toward  these  bodies  should  be  laid  aside,  and 
honest,  frank  dealing  should  be  the  order.  Subterfuge 
and  equivocation  are  bound  to  react  as  boomerangs.  It 
is  the  author's  firm  conviction,  after  a  number  of  years 
of  very  close  observation,  that  the  great  majority  of  the 
causes  that  give  rise  to  strained  relations  between  the 
people  and  the  railroads  would  be  absolutely  wiped  out 
of  existence  if  railroad  men  would  only  lift  the  veil  of 
secrecy  and  transact  their  business  under  the  light  of 
day,  in  the  open,  where  all  might  see  and  understand. 


General  Information  85 


It  is  the  thing  that  is  half  concealed  that  piques  curiosity. 
Speculation  is  always  the  forerunner  of  gossip.  Garbled 
news  leaks  out  to  the  public  through  employes  and  the 
newspapers,  and  creates  and  fixes  a  public  opinion  that 
is  often  totally  erroneous  and  exceedingly  harmful. 

There  are,  of  course,  some  things  that  are  done  in  a 
railroad  that  should,  for  a  short  period  of  time,  be  held 
confidential.  But  these  things  are  really  so  few  that 
they  should  be  handled  under  confidential  cover  between 
executives.  It  is  safe  to  say  that  more  than  99%  of 
what  is  now  considered  confidential  matter  in  a  railroad 
could  be  given  full  and  free  publicity,  much  to  the  benefit 
of  the  railroad  as  well  as  the  public.  The  old  childish 
notion  still  prevails  that  to  go  about  with  an  air  of 
I-know-something-I-won't-tell  gives  the  impression  that 
one  is  transacting  business  of  tremendous  moment. 
Maybe  it  does,  but  it  only  spurs  the  other  fellow  on  to 
assume  the  air  I-don't-care-I-know-what-it-is,  and  he  im- 
mediately proceeds  to  tell  someone  what  he  thinks  it  is 
without  taking  the  precaution  to  say,  "I  think  it  is  so 
and  so,"  and  straightway  it  passes  for  truth  and  the  mis- 
chief is  done. 

The  old  attitude  of  the  public  be  apostrophized  must 
be  relegated  to  the  shelves  of  antiquity  once  and  for 
all.  The  time  is  here  when  every  employe  of  a  railroad, 
be  he  high  or  low,  must  recognize  that  he  is  executing  a 
public  trust  whenever  he  participates  in  the  work  of  con- 
ducting the  business  of  a  common  carrier.  The  public 
has  a  legitimate  interest  in  everything  a  common  carrier 
does  and,  therefore,  has  a  right  to  know  how  its  business 


86  General  Information 


is  being  conducted,  and  what  things,  if  any,  it  contem- 
plates doing  that  may  affect  directly  or  indirectly  the 
public  welfare. 


General  Information  87 


BIBLIOGRAPHY. 

Raihvay   Organization  and    Working.     Ernest   Ripton   Dewsnup. 

University  of  Chicago  Press,  Chicago,  111. 
American  Railway  Transportation.     Emory  R.  Johnson.     D.  Ap- 

pleton  &  Company,  New  York,  N.  Y. 
Raihvay  Mail  Service.     George  G.   Tunell.     Published  by   Self, 

22  Fifth  Ave.,  Chicago,  111. 
Mail  Carrying  Raihvay s  Underpaid.     Statement  by  Committee  of 

Railway  Mail  Pay,  October,  1912.    Obtainable  at  Headquarters 

of  Union  Pacific  or  Southern  Pacific. 
Railroad  Traffic  and  Rates.     Emory  R.  Johnson  and  Grover  G. 

Huebner.     D.  Appleton  &  Company,  New  York,  N.  Y. 
Railway  Station  Service.     B.  C.  Burt.    John  Wiley  &  Sons,  New 

York,  N.  Y. 
Freight    Terminals   and    Trains.     J.    A.    Droege.      McGraw-Hill 

Book  Co.,  239  West  39th  St.,  New  York,  N.  Y. 
Economics  of  Railway  Operation.     M.  L.  Byers.     The  Engineer- 
ing News  Publishing  Co.,  New  York,  N.  Y. 
Elements  of  Railroad  Engineering.    William  G.  Raymond.    John 

Wiley  &  Son,  New  York,  N.  Y. 
Railroad   Construction.     Walter   Loring  Webb.     John   Wiley  & 

Sons,  New  York,  N.  Y. 
Notes  on  Track.    W.  M.  Camp.    Published  by  Self,  Auburn  Park, 

Chicago,   111. 
Economics    of    Railroad    Construction.      Walter    Loring    Webb. 

John  Wiley  &  Sons,  New  York,  N.  Y. 
Manual  of  Recommended  Practice  for  Railway  Engineering  and 

Maintenance  of  Way.    American.  Ry.  Eng.  and  M.  of  W.  Assn., 

1562  Monadnock  Building,  Chicago,  111. 
The  Pooling  of  Freight  Cars.     J.  R.  Cavanagh.     In  "Annals  of 

American  Academy  of  Political  and  Social  Science,"  March, 

1907. 
Progress   Tozvards   Car  Efficiency.     A.   Hale.     In   Railway  Age 

Gazette,  September  25,  1908. 
Letters  from   an   Old  Railroad   Official   to  His  Son.    First  and 

Second  Series.    Hine.    McGraw-Hill  Book  Co.,  239  West  39th 

St.,  New  York,  N.  Y. 
Modern   Organisation.     Hine.     The  Engineering  Magazine  Co., 

New  York,  N.  Y. 


General  Information 


How  to  Analyze  Railroad  Reports.    John  Moody.    Analyses  Pub- 
lishing Co.,  New  York,  N.  Y. 
The  Working  of  the  Railroads.     Logan  G.  MacPherson.     Henry 

Holt  &  Company,  New  York,  N.  Y. 
Freight  Classification.     J.  F.   Strombeck.     Houghton-Mifflin  Co., 

New  York,  N.  Y. 
The  Principles   of  Scientific   Management.     Frederick  Winslow 

Taylor.     Harper  &  Bros.,  New  York,  N.  Y. 
The  Block  System.     Bramen  B.  Adams.     Railroad  Gazette  Pub. 

Co.,  32  Park  Place,  New  York,  N.  Y. 
The  Supply  Department.     H.  C.  Pearce.     Railway  Age  Gazette, 

Chicago,  111. 
Railroad  Administration.     Ray  Morris.    D.  Appleton  &  Co.,  New 

York,  N.  Y. 
The  American  Transportation  Question.     Samuel  O.  Dunn.     D. 

Appleton  &  Co.,  New  York,  N.  Y. 
Government   Regulation    of   Railway    Corporations.     Emory    R. 

Johnson.    In  Railway  Age  Gazette,  February  11,  1910,  Vol.  43, 

Page  306. 
Railway   Transportation.     Charles  Lee  Raper.     G.   P.   Putnam's 

Sons,  New  York,  N.  Y. 
Rate  Making  in  Practice.    W.  Z.  Ripley.     Railway  Age  Gazette, 

Chicago,  111. 
Railroad  Freight  Rates.     Logan  G.  MacPherson. 
Railway  Freight  Rate  Making.     Samuel  O.  Dunn.     Railway  Age 

Gazette,  August  6,  1909,  Vol.  47,  Page  226. 
Hozv  the  States  Make  Interstate  Rates.     R.  Mather.     Annals  of 

American  Academy  of  Political  and  Social  Science,  July,  1908, 

Vol.  32,  Page  102. 
Elements  of  Transportation.    Emory  R.  Johnson.    D.  Appleton  & 

Co.,    New    York,   N.    Y. 
The  Railway  Auditor.    H.  C.  Whitehead.    New  York  University 

of  Commerce  Press,  Washington  Square,  New  York,  N.  Y. 
Accounting  of  Merchandise  Freight  Receipts.     J.  Justice.     New 

York,  N.  Y. 
Modern  Accounting.     H.  R.  Hatfield.     D.  Appleton  &  Co.,  New 

York,  N.  Y. 
Accounting  and  Auditing.     W.  M.  Cole.     Chicago,  111. 


General  Information 


Classification  of  Operating  Revenues.  Interstate  Commerce  Com- 
mission, Washington,  D.  C. 

A  Treatise  on  the  Lazv  of  Carriers.  D.  C.  Moore.  New  York, 
N.  Y. 

Official  Proceedings  of  Pittsburg  Railway  Club.  January,  1908, 
Page  94. 

American  Method  of  Railway  Accounting.  S.  Chapman.  Reprint 
from  Journal  of  the  Royal  Historical  Society,  Vol.  71,  Part  4, 
December  31,  1908. 


INDEX. 

PAGE 

Accounting  department    61 

Applications,    How    made 74 

Appointments,    Who    eligible 74 

Assistant  Section  Foreman,  Student 14 

Bibliography 87 

Bill  of  Lading : 

Straight  Bill  of  Lading 10 

Order  Bill  of  Lading. 10 

Books  required  for  reading Item  2,  69 

Brakeman  and  Conductor,  Student 23 

Correspondence,  To  whom  addressed Item  5,  69 

Course,  How  to  be  pursued Item  1,  69 

Item  1,  70 

Credit  on  course  of  study , 75 

Design   of   Course 8 

Disbursements,  Student  with  Auditor  of 67 

Discipline   of   students Item  2,  71 

Dismissal  oi  students Item  3,  71 

District  Freight  and  Passenger  Agent,  Student 59 

Division  Accounts  Bureau,  Student  in 65 

Division  Engineer,   Student  with 30 

Equipment  Accounts,  Student  with  Auditor  of 68 

Expense  Account 73 

Foreword : 

Operation  and  Maintenance   29 

Traffic    department 41 

Accounting   department    61 

Freight  Accounts,  Student  with  Auditor  of 63 

General  Manager's  Office,  Student  in 35 

Grading  of  students,  Basis  of Item  7,  70 

"        "          "             "      u    Item  6,  71 

System    of 75 


92  Index 

PAGE 

Instructions    to    officers 70 

Instructions   to    students 69 

Introduction     7 

Lectures  by  official  examiner,  Student  must  attend.. Item  10,  70 

Maintenance  of  Way  Service: 

General — See  Assistant  Section  Foreman 14 

Special — See  Division  Engineer 30 

Master  Mechanic,  Student  under: 

General    21 

Special     31 

Motive  Power  department — See  Master  Mechanic. 

Notice  of  completion  of  period Item  6,  70 

Operation    and     Maintenance 29 

Passenger  Accounts,  Student  with  Auditor  of 64 

Passenger  Ticket    Office,   Student    in 55 

Passes,    Issuance    of Item  4,  71 

Passing  Report  Clerk  at  Gateway  Junction  Point  53 

Payroll 73 

Railroad   publication    Item  3,  69 

Reading,  When  to  be  done Item  9,  70 

Relations  of  the  Railroad  to  the  People 76 

Relief  from  student  salary  and  expense  account  charge 73 

Reports  of  students  by  officers Item  5,  71 

Reports,  Students',  When  and  how Item  4,  69 

Salesmanship — See  Foreword,  Traffic  department 41 

Shipping  Receipt    11 

Signal  Engineer's  Office,  Student  in 33 

Solicitor  in  Large  City,  Student 57 

Station  Service,  Student  in 9 

Statistical   Bureau    28 

Stores  department.   Student   in 34 

Students,  To  whom  responsible Item  8,  70 

Item  7,  71 


Index  93 

PAGE 

Superintendent  of  Transportation,  Student  in  office  of 17 

Tariff  Bureau   28 

Traffic    department    41 

Trainmaster,  Student  with 37 

Train  Service : 

General — See  Brakeman  and  Conductor,  Student 23 

Special — See  Trainmaster,  Student  with 37 

Wage    Schedule    72 

Waybill    11 


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